iii
TABLE OF CONTENTS
|
FOREWORD BY THE EXECUTIVE MAYOR |
1 |
|
FOREWORD BY THE CITY MANAGER |
3 |
|
CHAPTER 1: INTRODUCTION |
5 |
|
1.1 CONTEXT AND OVERVIEW |
6 |
|
1.2 ABOUT NELSON MANDELA BAY |
7 |
|
1.3 LOCATION |
8 |
|
1.4 POPULATION AND HUMAN DEVELOPMENT |
8 |
|
1.5 VISION, MISSION AND BRAND PROMISE |
11 |
|
1.6 DEFINING AN IDP AND WHY IT IS REVIEWED ANNUALLY |
12 |
|
1.7 STRATEGIC OBJECTIVES |
13 |
|
1.8 KEY PERFORMANCE AREAS (KPAS) OF LOCAL GOVERNMENT |
14 |
|
1.9 NMBM IDP RATINGS BY COGTA (EASTERN CAPE PROVINCE) |
14 |
|
1.10 TOTAL NUMBER OF POSTS IN MUNICIPALITY AGAINST VACANT POSTS |
15 |
|
1.11 POLITICAL STRUCTURE |
16 |
|
1.12 COUNCIL |
16 |
|
1.13 EXECUTIVE MAYORAL COMMITTEE |
18 |
|
1.14 OFFICE OF THE CHIEF WHIP |
20 |
|
1.15 ADMINISTRATION |
21 |
|
1.16 LEGISLATIVE, POLICY MANDATES AND ALIGNMENT WITH LONG-TERM VISION |
23 |
|
1.17 SUSTAINABLE DEVELOPMENT GOALS |
25 |
|
1.18 NATIONAL DEVELOPMENT PLAN 2030 |
25 |
|
1.19 PROVINCIAL DEVELOPMENT PLAN 2030 |
25 |
|
1.20 INTEGRATED URBAN DEVELOPMENT FRAMEWORK (IUDF) |
27 |
|
1.21 MEDIUM-TERM STRATEGIC FRAMEWORK OUTCOMES |
28 |
|
CHAPTER 2: SITUATIONAL ANALYSIS |
29 |
|
CHAPTER 3: METHODOLOGY AND STAKEHOLDER ENGAGEMENTS |
42 |
|
CHAPTER 4: SPATIAL STRATEGY |
49 |
|
CHAPTER 5: INPUT BY SECTOR DEPARTMENTS |
64 |
iv
|
CHAPTER 6: BUDGET |
70 |
|
CHAPTER 7: SERVICE DELIVERY PLAN |
122 |
|
CHAPTER 8: OVERSIGHT, REPORTING, MONITORING AND EVALUATION |
186 |
|
8.1 EXECUTIVE MAYOR |
186 |
|
8.2 MUNICIPAL PUBLIC ACCOUNTS COMMITTEE |
187 |
|
8.3 RULES AND ETHICS COMMITTEE |
187 |
|
8.4 CITY MANAGER |
188 |
|
8.5 OFFICE OF THE AUDITOR-GENERAL |
188 |
|
8.6 AUDIT COMMITTEE |
189 |
|
8.7 INTERNAL AUDIT AND RISK ASSURANCE |
190 |
|
8.8 RISK MANAGEMENT COMMITTEE |
190 |
|
8.9 PERFORMANCE MANAGEMENT AND MONITORING AND EVALUATION |
192 |
|
8.10 SUPPLY CHAIN MANAGEMENT |
194 |
|
8.11 WARD COMMITTEES |
195 |
ANNEXURE “A” – 2019/20 IDP Indicators aligned to Draft 2019/20 Budget and Service Delivery and Budget Implementation Plan (SDBIP)
v
LIST OF ACRONYMS
|
ACDP |
African Christian Democratic Party |
|
ACSA |
Airports Company South Africa |
|
AIC |
African Independent Congress |
|
ANC |
African National Congress |
|
ATTP |
Assistance to the Poor |
|
BEPP |
Built Environment Performance Plan |
|
B&T |
Budget and Treasury |
|
CBD |
Central Business District |
|
CBOs |
Community Based Organisations |
|
CGDS |
City Growth and Development Strategy |
|
CM |
City Manager |
|
COO |
Chief Operating Officer |
|
COPE |
Congress of the People |
|
CIDZ |
Coega Industrial Development Zone |
|
CITP |
Comprehensive Integrated Transport Plan |
|
CS |
Corporate Services |
|
CSIR |
Council for Scientific and Industrial Research |
|
DA |
Democratic Alliance |
|
DORA |
Division of Revenue Act |
|
EC |
Eastern Cape |
|
ECSECC |
Eastern Cape Socio-economic Consultative Council |
|
EDTA |
Economic Development, Tourism and Agriculture |
|
E&E |
Electricity and Energy |
|
EFF |
Economic Freedom Fighters |
|
EPWP |
Expanded Public Works Programme |
|
ERP |
Enterprise Resource Planning |
|
FLISP |
Finance Linked Individual Subsidy Programme |
|
FWFWWTW |
Fish Water Flats Waste Water Treatment Works |
|
GDP |
Gross Domestic Product |
|
GGP |
Gross Geographic Product |
vi
|
GIS |
Geographic Information Systems |
|
GRAP 17 |
Generally Recognised Accounting Practices |
|
GV |
General Valuation |
|
GVA |
Gross Value Added |
|
HIV/AIDS |
Human Immunodeficiency Virus causing the Acquired Immunodeficiency Syndrome |
|
HOVs |
High Occupancy Vehicles |
|
HS |
Human Settlements |
|
HSDG |
Human Settlements Development Grant |
|
HURP |
Helenvale Urban Renewal Programme |
|
ICDG |
Integrated City Development Grant |
|
ICT |
Information and Communication Technology |
|
IDP |
Integrated Development Plan |
|
IDZ |
Industrial Development Zone |
|
I&E |
Infrastructure and Engineering |
|
IGR |
Intergovernmental Relations |
|
IPTS |
Integrated Public Transport System |
|
ISP |
Integrated Sustainability Plan |
|
IUDF |
Integrated Urban Development Framework |
|
KPA |
Key Performance Area |
|
KPE |
Key Performance Element |
|
KPI |
Key Performance Indicator |
|
LED |
Local Economic Development |
|
LLF |
Local Labour Forum |
|
LSDF |
Local Spatial Development Framework |
|
LTFS |
Long-Term Financial Strategy |
|
LTFSP |
Long-Term Financial Sustainability Plan |
|
LUMS |
Land Use Management System |
|
MBDA |
Mandela Bay Development Agency |
|
MFMA |
Municipal Finance Management Act |
|
MOSS |
Metropolitan Open Space System |
|
MSCOA |
Municipal Standard Chart of Accounts |
vii
|
MSDF |
Metropolitan Spatial Development Framework |
|
MUM |
Management Union Meeting |
|
MURP |
Motherwell Urban Renewal Programme |
|
NDP |
National Development Plan |
|
NDPG |
Neighbourhood Development Partnership Grant |
|
NEMA |
National Environmental Management Act |
|
NERSA |
National Energy Regulator of South Africa |
|
NGO |
Non-governmental Organisation |
|
NMBM |
Nelson Mandela Bay Municipality |
|
NMBM IDP |
Nelson Mandela Bay Municipality’s Integrated Development Plan |
|
NMBMM |
Nelson Mandela Bay Metropolitan Municipality |
|
NT REF |
National Treasury Circular 88 Reference Number |
|
OHS & W |
Occupational Health, Safety and Wellness |
|
PA |
Patriotic Alliance |
|
PACOM |
Project Appraisal Committee |
|
PDP |
Provincial Development Plan |
|
PDoHS |
Provincial Department of Human Settlements |
|
PE |
Port Elizabeth |
|
PEIA |
Port Elizabeth International Airport |
|
PH |
Public Health |
|
PMS |
Performance Management System |
|
POS |
Public Open Space |
|
PPE |
Property, Plant and Equipment |
|
PPP |
Public-Private Partnership |
|
PTIG |
Public Transport Infrastructure Grant |
|
QMS |
Quality Management System |
|
RDP |
Reconstruction and Development Programme |
|
SACN |
South African Cities Network |
|
SAIMI |
South African International Maritime Institute |
|
SANAS |
South African National Accreditation System |
|
SANRAL |
South African National Roads Agency Limited |
viii
|
SAPS |
South African Police Services |
|
SCOA |
Standard Chart of Accounts |
|
SCU |
Sustainable Community Unit |
|
SDBIP |
Service Delivery and Budget Implementation Plan |
|
SDGs |
Sustainable Development Goals |
|
SMMEs |
Small, Medium and Micro Enterprises |
|
SNDB |
Sub-National Doing Business |
|
SOEs |
State Owned Enterprises |
|
SOPs |
Standard Operating Procedures |
|
SPLUMA |
Spatial Planning and Land Use Management Act |
|
SRAC |
Sports, Recreation, Arts and Culture |
|
S&S |
Safety and Security |
|
STATS SA |
Statistics South Africa |
|
SWOT |
Strengths, Weaknesses, Opportunities and Threats |
|
TOD |
Transit Oriented Development |
|
UDM |
United Democratic Movement |
|
UFEC |
United Front Eastern Cape |
|
UNS |
Urban Network Strategy |
|
USDG |
Urban Settlements Development Grant |
|
WWTW |
Waste Water Treatment Works |
1
FOREWORD BY THE EXECUTIVE MAYOR
The review of this Integrated Development Plan is happening within a specific, significant context of a new governing Coalition taking power in the Nelson Mandela Bay Municipality during August 2018. This Coalition is made up of the UDM, ANC, UFEC and the AIC.
The IDP will be used as a planning strategy to address a number of areas, which were all prominently raised and debated during the last round of the IDP and Budget public participation programme with the residents of the Metro:
Delivery of basic services to all the communities of the Bay, particularly the disadvantaged areas.
Revival and growth of the economy of the City through infrastructure- led growth.
Increase in the revenue base of the Municipality.
Empowering SMMEs.
Dealing decisively with fraud and corruption.
Continuing to show improvement in the manner in which we consult with our stakeholders and communities.
This administration will use this budget and that of other government departments to create much-needed jobs, particularly among our young people. The focus on service delivery will amongst others include the building and maintenance of roads, infrastructure, electricity networks and refuse removal. These are some of the services in respect of which this Municipality is not reaching its full delivery potential, particularly in townships and surrounding rural areas. This leadership is also in the process of developing means and ways of dealing with the severe drought situation currently affecting our City. This will be done in close collaboration with the National and Provincial governments.
2
The relocation of informal settlements, the prioritisation of serviced land and the eradication of the bucket system are integral to this service delivery commitment to our poor communities. In addition, we are unapologetically committed to empower our SMMEs to grow into big, sustainable and successful businesses.
Issues receiving our close attention are the cutting of electricity because of
overdue accounts and the payment of exorbitant reconnection fees. As this
administration, we have taken a conscious decision to be pro poor.
We have adopted a different approach to the review of the 2018/19 IDP and
Budget. During October 2018, we held very peaceful public engagements,
where the new administration was welcomed by all communities in the metro.
The Municipality has reached a stage where we are in a position to develop a
sustainable financial model.
As both unemployment and inequality remain high in the region, our
programmes must promote economic growth and development through
working with communities, the private sector and labour. Job creation and
sustainable livelihood will be at the centre of all municipal programmes of
development.
The successful implementation of the IDP and Budget can only be achieved
through a partnership with all spheres of government, communities and the
private sector. We must all work together to achieve our vision as the city.
EXECUTIVE MAYOR
3
FOREWORD BY THE CITY MANAGER
The Constitution of the Republic of South Africa mandates the Nelson Mandela Bay Municipality to give priority to the basic needs and socio- economic development of local communities.
The Integrated Development Plan is a planning tool for the three spheres of government in achieving the aim of accelerating service delivery to our communities. This IDP is aligned to the National Development Plan 2030 Vision, and it is therefore a stepping stone towards advancing the goals of the National Development Plan.
Consultation and engagement with communities and different stakeholders regarding the City’s development planning processes are therefore critical. Through our public participation programmes, the communities of Nelson Mandela Bay have reaffirmed their needs, which include the provision of drinking water, employment creation, roads maintenance, electricity supply, health and educational facilities, SMME empowerment and support, and sports and recreational facilities.
Because some of the identified community needs do not fall within the mandate of the Municipality, there will be better coordination and integration with the provincial and national sector departments.
Projects identified in this IDP will be implemented through the Service Delivery and Budget Implementation Plan (SDBIP) and monitored quarterly. Some of these projects will be implemented in partnership with relevant stakeholders. Strengthening relations and partnerships with the business sector and the institutions of higher learning in the City will be prioritised.
4
In discharging its responsibility for promoting economic development, the institution will be exploring the many economic opportunities that could be unlocked in the Oceans Economy and township, tourism and creative arts industries, in partnership with relevant stakeholders. Many thanks to our stakeholders who participated during the review process of the IDP. Their inputs have enriched our five-year road map.
Our vision is of a safe, secured and digitally enabled City that will create opportunities for the youth and business to consider new horizons in the future world of digital business. Comfort, tourism and development will flourish under sound City operations, while efficiencies and e-governance, e- education and medical services will enhance the NMBM’s development opportunities and serve to reduce poverty and unemployment.
5
CHAPTER 1: INTRODUCTION
The Constitution of South Africa requires local government to be developmental. The Nelson Mandela Bay Municipality therefore has a responsibility to structure and manage its administration, budgeting and planning processes to give priority to the basic needs of local communities and to promote residents’ social and economic development.
A recent World Bank study has highlighted the slow economic growth in South Africa since 1994 as a key reason why South Africa is the world’s most unequal country. The study suggests that addressing insufficient skills; the skewed distribution of productive land assets; weak property rights; low competition; low integration in global and regional value chains; limited or expensive connectivity; under-serviced historically disadvantaged settlements; climate change; low carbon transition; and water security will reduce poverty, inequality, support growth and job creation in our country.
Statistics South Africa indicate that the unemployment rate (26.7%) remained unchanged over the first quarter of 2018, compared to the fourth quarter of
2017. Unemployment in South Africa is especially prevalent among our
youth. This remains a global trend: the International Labour Organisation recorded approximately 71 million unemployed youth (aged 15 – 24 years) in 2017. This also means that many youth face long-term unemployment.
In South Africa, 38.2% of citizens aged between 15 – 34 years are unemployed, which means more than one in every three young people in the labour force did not have a job in the first quarter of 2018. Approximately 3.3 million (32.4%) of 10.3 million young people aged 15 – 24 were not in employment, education or training. This implies that close to one in three young South Africans between the ages of 15 and 24 years were disengaged from the labour market in the first quarter of 2018.
6
1.1 Context and overview
Municipalities are compelled by the Constitution to prepare five-year Integrated Development Plans (IDPs), which serve as strategic plans that indicate where and how these institutions should allocate their resources. The Nelson Mandela Bay Municipality’s IDP outlook is guided by its vision and mission as well as its long-term plans, inclusive of provincial and national government strategies.
The institution’s IDP is reviewed annually, in line with Chapter 5 of the Local Government Municipal Systems Act 32 of 2000. The IDP is a strategic planning instrument that necessitates the participation and input of all Mandela Bay residents, because it has the potential to change the situation of local communities and meet their needs.
|
The |
following |
role-players |
and |
stakeholders |
were consulted |
during |
the |
|
aforegoing IDP and Budget development and review Municipality: processes of |
the |
||||||
Communities of Nelson Mandela Bay
Organised stakeholder groupings, e.g. Chambers of Commerce, NGOs, civic groupings, unions and ratepayers’ associations
NMU and government sector departments
Neighbouring municipalities
Special sectors (youth, women, elderly people, traditional leaders, children and people with disabilities)
Economic sectors
Creative arts and heritage Organisations
Municipal Councillors and officials
Ward Committees and other spheres of government
7
The current administration is engaged in a full evaluation of the functioning of every aspect affecting the lives of communities in Nelson Mandela Bay. The Municipality is improving and strengthening its partnerships with and accountability to residents through honest and frank dialogue to gauge their service delivery expectations and measure its own performance against their needs. Innovations and interventions are continuously introduced to upscale service delivery and live up to the expectations of communities. A new IDP App and an Input form were developed and made available for the use of local communities. In addition, a customer satisfaction survey was undertaken in 2018 and its results influenced the development of this 2019/20 IDP.
1.2 About Nelson Mandela Bay
The City is home to the Port Elizabeth International Airport, the only international air access point in the Eastern Cape Province. Engagements between the Nelson Mandela Bay Municipality, Airports Company South Africa, Nelson Mandela Bay Tourism and local business saw the development of an Airlift Project, aimed at deliberately growing air traffic into the region.
The City’s maritime entry point showcases its monumental developmental aspirations and capabilities, boasting the most modern deep-water port in the Southern Hemisphere, the Port of Ngqura.
Nelson Mandela Bay is the hub of the automotive industry on the African continent, with many major international vehicle and component manufacturers based in the city. It is a preferred region for the manufacturing of pharmaceuticals, flour, meat, frozen veggies, soft drinks, chocolates, cheese, yoghurt, ice cream, paper and leather products.
1.3 Location
8
Nelson Mandela Bay is located on the southern coast of South Africa, on the shores of Algoa Bay. The Nelson Mandela Bay Municipality is one of two metropolitan municipalities in the Eastern Cape Province. It incorporates Port Elizabeth, Uitenhage and Despatch, with their surrounding agricultural areas, and has an area of 1959, 02 km². Nelson Mandela Bay serves as a centre for both local and international beach sporting and offers exciting outdoor activities. The City is noted for the genuine warm hospitality of its residents, and has for many decades been known as the Friendly City among visitors and holidaymakers.
1.4 Population and Human Development
The current population of Nelson Mandela Bay is estimated at 1 263 051 (Community Survey 2016), with a growth rate of 1.54% (IHS, 2017), which is lower than that of other metropolitan areas in South Africa, such as Ekurhuleni (2.1%) and Tshwane (2.6%). The Municipality has a total of 368 518 households, with an average size of 3.6 persons per household (CS 2016).
Female-headed households constitute 41.6% of the total number of households in the Municipality (Community Survey, 2016). Altogether 640 000 people (representing about 49.6% of the total population) live in poverty in the Nelson Mandela Bay Metropolitan area (ECSECC, 2017).
During the 2017/18 financial year, 100% of qualifying households earning less than R3 200 per month (two state pensions) had access to free basic services offered by the Municipality through its Assistance To The Poor Programme (ATTP). As at 30 June 2018, the value of the free basic services provided was R614 218 196, benefiting 101 645 qualifying households. Various types of service assistance were provided to local households as follows: 89 721 (water); 90 175 (sanitation); 73 593 (electricity); 80 221 (refuse removal); and 76 392 (rebate on rates accounts).
9
There is currently, further to the aforementioned qualifying households, a backlog of 4 229 applications in the system. This backlog is attributed to the detailed nature of the verification processes. The Municipality continues to prioritise the processing of ATTP applications. ATTP applications are reviewed in a three-year cycle. Figure 1 indicates the proportion of registered indigent households in the municipal area over three financial years (2015/16 – 2017/18).
FIGURE 1: Proportion of registered indigent households
Households
The life expectancy among Nelson Mandela Bay residents is 59.3 years for females and 53.7 years for males (SACN, 2016). Table 1 compares the life expectancy in Nelson Mandela Bay to those in other Metros in South Africa.
10
TABLE 1: Life expectancy – Comparing with other Metros
|
MUNICIPALITY |
LIFE EXPECTANCY |
|
|
FEMALE |
MALE |
|
|
Nelson Mandela Bay |
59.3 |
53.7 |
|
Cape Town |
70.1 |
64.2 |
|
Mangaung |
52.7 |
49.6 |
Source: SANC, 2016
Nelson Mandela Bay is characterised by a youthful population, with 26 years being the median age.
Table 2 below depicts the population details of the Nelson Mandela Bay Municipality. In all the periods under discussion, female domination is noticeable, particularly in the age categories from 40 years upwards.
TABLE 2: Population details
|
Population Details |
|||||||||
|
Age |
Year -2 |
Year -1 |
Year 0 |
||||||
|
Male |
Female |
Total |
Male |
Female |
Total |
Male |
Female |
Total |
|
|
Age: 0 - 4 |
66135 |
64711 |
130846 |
65341 |
64034 |
129375 |
64706 |
63444 |
128150 |
|
Age: 5 - 9 |
68071 |
66641 |
134712 |
68451 |
66911 |
135362 |
68514 |
66913 |
135427 |
|
Age: 10 - 19 |
108518 |
106768 |
215286 |
11285 |
111050 |
122335 |
117600 |
115711 |
233311 |
|
Age: 20 - 29 |
107354 |
101017 |
208371 |
106642 |
100031 |
206673 |
105557 |
98734 |
204291 |
|
Age: 30 - 39 |
90612 |
91041 |
181653 |
94123 |
93123 |
187246 |
97342 |
95002 |
192344 |
|
Age: 40 - 49 |
67211 |
77962 |
145173 |
68325 |
78097 |
146422 |
69486 |
78184 |
147670 |
|
Age: 50 - 59 |
50387 |
66423 |
116810 |
51159 |
67384 |
118543 |
51994 |
68246 |
120240 |
|
Age: 60 - 69 |
32120 |
45458 |
77578 |
33184 |
47102 |
80286 |
34177 |
48778 |
82955 |
|
Age: 70+ |
13516 |
28317 |
41833 |
14008 |
29953 |
43961 |
14498 |
31585 |
46083 |
Source: STATSSA, 2015
11
TABLE 3: Language Spoken and percentage
|
Language |
% |
Language |
% |
|
Afrikaans |
28.51% |
IsiXhosa |
56.53% |
|
English |
11.91% |
Sotho |
0.17% |
|
Zulu |
0.19% |
Tswana |
0.05% |
|
Pedi |
0.05% |
Tsonga |
0.05% |
|
Venda |
0.01% |
Swati |
0.01% |
|
Ndebele |
0.10% |
Other |
2.41% |
Source: STATSSA, 2015
Table 3 shows that, 56,53 % of local residents are mother-tongue IsiXhosa- speakers, followed by Afrikaans (28,51%) and English (11,91%). IsiXhosa is clearly the dominant language spoken in the Metro.
1.5 Vision, Mission and Brand Promise
1.5.1 VISION
‘To be a globally competitive and preferred Metropole that works collectively with the people to improve lives, boost the economy, advocating zero corruption, and to have a transformed administration aimed at enhancing service delivery.’
1.5.2 MISSION STATEMENT
‘Nelson Mandela Bay Municipality is a global city that is governed by an inclusive and innovative administration, focused on sustainable service delivery, socio-economic development, infrastructure development, local and regional integration through comprehensive initiatives.’
1.5.3 BRAND PROMISE
Collectively we can achieve more
12
1.6 Defining an IDP and why it is reviewed annually
The IDP is the Five-year Strategic Planning Document of the Municipality, adopted at the beginning of each Five-year Council term. The first edition of the 2017/18 – 2021/22 was adopted by Council on 28 June 2017, and the Plan is reviewed annually. While most components of the Plan remain the same over the five-year period within which it is in effect, it is required to be reviewed annually to reflect the progress achieved and advancements made.
Local government operates in an ever-changing environment. The dynamic nature of local, national and global environments constantly presents local government with new challenges and demands. Similarly, the needs of the communities of Nelson Mandela Bay continuously change.
This annual review is not a good corporate governance requirement only; it is also a legislative requirement in terms of the Local Government: Municipal Systems Act 32 of 2000. The focus of this year’s IDP review has therefore been on aligning municipal programmes, projects, strategies and budgets with:
|
(a) |
community needs and priorities |
|
(b) |
updated statistical information |
|
(c) |
expanding and improving the situational analysis |
|
(d) |
more outcomes orientated targets, to make them realistic and measurable |
|
(e) |
the revised Spatial Development Framework and related sector plans; |
|
(f) |
Outcome 9 outputs |
|
(g) |
integrated and sustainable human settlements, as envisaged in Outcome 8 |
|
(h) |
more integrated funding streams |
|
(i) |
the prioritisation of job creation and poverty eradication |
13
1.7 Strategic Objectives
The strategic objectives of the Municipality’s IDP are as follows:
|
(a) |
Transform the institutional systems, processes and organisational structure to one of high performance to effectively deliver basic services. |
|
(b) |
Ensure that the Municipality is staffed with a motivated, committed and capable workforce. |
|
(c) |
Ensure financial prudence and transparent governance. |
|
(d) |
Grow and diversify the local economy through the attraction of new investment, skills development and the facilitation of an enabling environment for small business growth and job creation. |
|
(e) |
Facilitate and promote infrastructure led growth, development and tourism. |
|
(f) |
Execute existing design and implement new projects that competitively differentiate Nelson Mandela Bay as a destination city for business, tourism and investment – including through strategic partnerships. |
|
(g) |
Develop an effective and integrated public transport system that promotes access to opportunity through mobility. |
|
(h) |
Deliver well-resourced and capacitated Metro policing and emergency services to ensure the safety of communities and visitors. |
|
(i) |
Provide infrastructure that improves the safety of communities and visitors. |
|
(j) |
Improve the safety and security of Nelson Mandela Bay communities. |
|
(k) |
Ensure institutional accessibility and effective communication channels for participatory and responsive governance. |
|
(l) |
Spatial and built developments that promote integrated neighbourhoods, inclusive communities and a well-connected Nelson Mandela Bay. |
|
(m) |
Deliver on transformation objectives, promote redress and foster social cohesion. |
14
|
(n) |
Facilitate and promote infrastructure-led growth, development and tourism. |
|
(o) |
Provide for the social needs of communities and empowerment of vulnerable people through the provision of access to social services, social development and indigent support. |
|
(p) |
Promote the health and well-being of all communities through the spatially equitable provision of social infrastructure. |
|
(q) |
Provide effective general environmental and public health services. |
|
(r) |
Provide dignified housing and sanitation and accelerate access to improved services to indigent households in order to create safe and decent living conditions for all residents. |
|
(s) |
Ensure multi-general and proactive planning for sustainable city development. |
|
(t) |
Develop an environmentally friendly sustainable city through proactive planning, conservation of resources, and natural and built environments. |
|
1.8 |
Key Performance Areas (KPAs) of Local Government |
|
(a) |
Basic Service Delivery and Infrastructure Development. |
|
(b) |
Spatial Development Framework. |
|
(c) |
Local Economic Development. |
|
(d) |
Municipal Transformation and Organisational Development. |
|
(e) |
Good Governance and Public Participation. |
|
(f) |
Financial Sustainability and Viability. |
|
1.9 |
NMBM IDP Ratings by COGTA (Eastern Cape Province) |
On an annual basis, IDPs across the Province are assessed by the Eastern Cape COGTA Department, using an analysis framework that serves as a tool to guide the crafting, designing, improvement and analysis of a credible IDP. Table 4 shows how the NMBM performed in terms of its IDP development, per Key Performance Area, over the last three years.
15
The comparative Key Performance Area Ratings from 2015/16 to 2017/18 for the Nelson Mandela Bay Municipality are as follows:
TABLE 4: NMBM IDP Ratings (Dept. of Local Government & Traditional Affairs)
|
KPA |
2015/16 |
2016/17 |
2017/18 |
|
Spatial Development Framework |
High |
High |
High |
|
Service Delivery |
High |
High |
High |
|
Financial Viability |
High |
High |
High |
|
Local Economic Development |
High |
High |
High |
|
Good Governance and Public Participation |
High |
Medium |
Medium |
|
Institutional Arrangement |
High |
Low |
Low |
|
Overall Rating |
High |
High |
High |
Source: Eastern Cape COGTA (2018)
It is evident from Table 4 above that the NMBM is struggling to consistently obtain satisfactory results when it comes to KPAs on good governance and public participation as well as institutional arrangements. A lot of effort has been spent to improve performance in respect on these two KPAs in which the Municipality has underperformed over the last two financial years.
1.10 Total number of posts in Municipality against vacant posts
Table 5 below presents a summary of total posts in the NMBM against those vacant
TABLE 5: Status quo on vacancies in the NMBM
|
Directorate |
Filled |
Vacant |
Total |
|
Posts |
Posts |
||
|
Office of the Executive Mayor |
0 |
1 |
1 |
|
Office of the City Manager |
0 |
0 |
0 |
|
Chief of Staff |
0 |
0 |
0 |
|
Office of the Chief Operating Officer |
2 |
4 |
6 |
|
Human Settlements |
5 |
25 |
30 |
|
Safety and Security |
18 |
49 |
67 |
|
Budget and Treasury |
21 |
24 |
45 |
|
Public Health |
12 |
14 |
26 |
16
|
Directorate |
Filled |
Vacant |
Total |
|
Posts |
Posts |
||
|
Economic Development, Tourism and |
|||
|
Agriculture |
1 |
4 |
5 |
|
Infrastructure and Engineering |
6 |
61 |
67 |
|
Corporate Services |
5 |
40 |
45 |
|
Sport, Recreation, Arts and Culture |
12 |
22 |
34 |
|
Electricity and Energy |
11 |
11 |
22 |
Source: NMBM Corporate Services Directorate
1.11 Political Structure
The Nelson Mandela Bay Municipality is governed by a Coalition government, comprising the following political parties: the United Democratic Movement, the African Independent Congress, the United Front and the African National Congress. The political structure of the Nelson Mandela Bay Municipality comprises the Council, the Executive Mayoral Committee, the Portfolio Committees and the Municipal Public Accounts Committee, as described below.
1.12 Council
Speaker of Council:
Cllr Buyelwa Nancy Mafaya
Council is headed by the Speaker. The role of a council in local government is that of lawmaker and, as such, it focuses on legislation, participation and oversight. In addition, municipal councils facilitate political discussions and debate in order to assist in planning and decision-making.
17
The Council of the Nelson Mandela Bay Municipality is headed by the Speaker and comprises 120 Councillors, elected through a mixed-member proportional representative system. Altogether 60 of those Councillors were elected through a voting process in the 60 wards that make up Nelson Mandela Bay. The remaining 60 Councillors were selected from party lists, on the basis that the total number of party representatives must be proportional to the number of votes received.
Of the 120 Councillors serving in Nelson Mandela Bay, 37 (31%) are females and 83 (69%) are males. The DA has the largest number of seats (57), followed by the ANC (50 seats); the EFF (6 seats); the UDM (2 seats); and the COPE, PA, UFEC, ACDP and the AIC (1 seat each).
Table 6 illustrates the above narrative.
TABLE 6: Political party seat allocation and gender distribution
|
POLITICAL PARTY |
ALLOCATION |
GENDER DISTRIBUTION |
|
|
OF SEATS |
MALE |
FEMALE |
|
|
Democratic Alliance |
57 |
43 |
14 |
|
African National Congress |
50 |
32 |
18 |
|
Economic Freedom Fighters |
6 |
3 |
3 |
|
United Democratic Movement |
2 |
1 |
1 |
|
Cope |
1 |
0 |
1 |
|
African Christian Democratic Party |
1 |
1 |
0 |
|
African Independent Congress |
1 |
1 |
0 |
|
Patriotic Alliance |
1 |
1 |
0 |
|
United Front Eastern Cape |
1 |
1 |
0 |
|
TOTAL |
120 |
83 (69%) |
37 (31%) |
Source: Nelson Mandela Bay Municipality Corporate Services Directorate
18
1.13 Executive Mayoral Committee
Executive Mayor:
Cllr Mongameli Ellcotte Bobani
Deputy Executive Mayor:
Cllr Thsonono Christopher Solomon Buyeye
This Committee assists the Executive Mayor in taking and ensuring the implementation of Council decisions. The Executive Mayor’s role and responsibilities include identifying and prioritising community needs and drafting strategies to deliver on those needs. In addition, he has oversight of the delivery of services by the administrative structure of the City.
The Executive Mayor is supported by the Deputy Executive Mayor and a Mayoral Committee, comprising 10 members, each chairing a Portfolio Committee.
MAYORAL COMMITTEE MEMBERS WITH THEIR PORTFOLIOS
MC Economic Development, Tourism & Agriculture:
Cllr Noluthando Queenie Pink
MMC Corporate Services:
Cllr Makhi Feni
19
MMC Human Settlements:
Cllr Andile Castle Ganners Mfunda
MMC Budget & Treasury:
Cllr Mkhuseli Justice
Mtsila
MMC Public Health:
Cllr Yolisa Margeret Pali
MC Sports, Recreation, Arts & Culture Cllr Lehlohonolo Mfana
MMC Constituency Services:
Cllr Itumeleng Felicity Ranyele
MMC Infrastructure, Engineering, Electricity & Energy Cllr Andile Weah Lungisa
MMC Roads & Transport Cllr Rosie Daaminds
MMC Safety & Security Cllr Litho Suka
20
1.14 Office of the Chief Whip
Chief Whip:
Cllr Pumelele Stanley Ndoni
The Office of the Chief Whip of Council has existed in the Nelson Mandela Bay Municipality since 2003. Its primary purpose is to maintain discipline amongst Council members.
The Office of the Chief Whip focuses on the following:
Building better relations between the various political parties represented in Council.
Political management of Council meetings.
Management of Council caucuses.
1.15
Administration
21
The Administration of the City is currently headed by the Acting City Manager, Mr Peter Neilson.
ACCOUNTING OFFICER
Acting City Manager:
Mr Peter Neilson
The City Manager is appointed by the municipal Council and appoints an Executive Management Team to assist him or her in running the administration. He/She is, inter alia, responsible for implementing the IDP, which is the institution’s five-year service delivery plan. The Executive Management Team comprises 10 Senior Managers, each responsible for a portfolio, which largely matches the corresponding political portfolio. The organisational structure of the Municipality is presently being reviewed. The current organisational structure is as follows:
Directorate:
Corporate Services
Administrative Services Asset Management Constituency Services Corporate HR Services Facilities Management Labour Relations Municipal Information Systems Human Resources Transformation Human Resources
Management Services
Office of the Speaker
22
ORGANISATIONAL STRUCTURE OF NELSON MANDELA BAY MUNICIPALITY (‘AS IS’
STRUCTURE)
NELSON MANDELA BAY COUNCIL
Executive Mayor
Speaker
City Manager
Chief Financial Officer
Budget and Financial Control Expenditure Management and Financial Control
Revenue Management and Customer
Care Supply Chain Management Treasury and Financial Support
Directorate:
Economic
Development, Tourism
and Agriculture
Directorate:
Sports, Recreation, Arts and Culture
Directorate:
Electricity and
Energy
Directorate:
Human
Settlements
Directorate:
Infrastructure and
Engineering
Directorate:
Public Health
Directorate:
Safety and Security
Directorate:
Special Programmes
Fresh Produce Market and Urban Agriculture Sector Development Special Projects Trade and Investment
Beaches, Resorts and Support Services Libraries, Arts and Culture Nelson Mandela Metropolitan Art Museum Red Location Museum Sports and Recreation
Distribution
Technical Services
Projects
Retail and
Commercial
Management
Development and Support Housing Delivery Land Planning and Management Social Development, Education and Administration
Design and Implementation Special Projects and Strategic Operations Roads, Stormwater and Transportation Support Services Water and Sanitation Integrated Public Transport Services
Administration Environmental Health Environmental Management Occupational Health, Safety and Wellness Parks and Cemeteries Waste Management HIV/AIDS and TB Multi- sectoral Response
Disaster Management Fire and Emergency Services Security Services Traffic and Licencing Services Metro Police
Motherwell Urban Renewal Programme Integrated Poverty Alleviation Expanded Public Works Programme Helenvale Urban Renewal Programme Walmer Urban Renewal
Programme Technical and Operators
Coordination
23
1.16 Legislative, Policy Mandates and alignment with Long-term Vision
The legislative and policy mandates that directly influence the establishment and operations of local government are numerous, encompassing international, national, provincial and regional influences. It is important that there is a direct linkage between the activities at local government level and the broader strategic policy and legislative environment in order that a common vision for the development of South Africans and Nelson Mandela Bay in particular can be achieved.
The following legislation defines the nature of the IDP:
(a) Constitution of the Republic of South Africa Act 108 of 1996
Sections 152 and 153 of the Constitution stipulate that a municipality must give priority to the basic needs of its communities and promote their social and economic development to achieve a democratic, safe and healthy environment.
(b) Local Government: Municipal Systems Act 32 of 2000
Sections 28 and 34 of the above Act stipulate the need for each and every municipality to develop and adopt an IDP, which should be reviewed annually. In addition, it outlines the IDP process and components.
(c) Local Government: Municipal Finance Management Act 56 of 2003
Section 21 of the above Act makes provision for alignment between the IDP and the municipal budget. The Service Delivery and Budget Implementation Plan is an annual contract between the Municipality’s administration, Council and the community, which ensures that the IDP and the Budget are aligned.
24
(d) Local Government: Municipal Planning and Performance Management Regulations (2001)
These Regulations make provision for the inclusion in the IDP of the following:
|
(i) |
The institutional framework for the implementation of the IDP; |
|
(ii) |
Investment and development initiatives in the Municipality; |
|
(iii) |
Key Performance Indicators and other important statistical information; |
|
(iv) |
A financial plan; and |
|
(v) |
A spatial development framework. |
e) Local Government: Municipal Structures Amended Act 117 of 1998
This Act provides for the establishment of municipalities and defines the various types and categories of South African municipalities. It also regulates the internal systems, structures and office-bearers of municipalities.
f) Municipal Property Rates Act 6 of 2004
The objective of the above act is to regulate the powers of municipalities to levy rates on property. Rates represent a critical source of own-revenue for municipalities in order to achieve their constitutional development objectives.
This section demonstrates the linkages between Nelson Mandela Bay’s IDP and the following legislative and policy directives, whilst acknowledging that there are numerous other mandates that are adhered to:
Sustainable Development Goals (SDGs)
National Development Plan (NDP) 2030
Integrated Urban Development Framework 2016
Eastern Cape Vision 2030 – Provincial Development Plan (PDP)
Medium-Term Strategic Framework Outcomes
25
1.17 Sustainable Development Goals
The Sustainable Development Goals (SDGs) are captured in a set of 17 global goals with 169 targets, for achievement by 2030. The goals were adopted in 2015 by the 194 countries of the United Nations’ General Assembly, of which South Africa is a member country.
1.18 National Development Plan 2030
The National Development Plan (NDP) of South Africa was produced by the National Planning Commission in 2011. Among it aims are the elimination of poverty and the reduction of inequality by 2030.
1.19 Provincial Development Plan 2030
In the context of the Provincial Development Plan (PDP), strategic interventions are programmes and projects that are implemented to achieve the targets and objectives set out in the PDP and the Five-year plan. The strategic interventions of the flagship programmes of the PDP are the major programmes that will enable achievement of the goals.
26
PDP Apex Indicators
The Department of Provincial Monitoring and Evaluation is responsible for planning the implementation methodology of the Programme. The Programme of Action to roll out the PDP involves the following steps:
|
(a) |
Identify provisional strategic interventions and test theory of change assumptions (Feb-March 2019). |
|
(b) |
Submit for approval to Provincial Management and EXCO by end of March |
|
2019. |
|
|
(c) |
Confirm strategic interventions, based on an analysis conducted by April- June 2019. |
|
(d) |
Appoint leading institutions to be lead, coordinate and consolidate the process by June-July 2019. |
|
(e) |
Identify relevant stakeholders at Implementation Programme level by April- July. |
|
(f) |
The Accounting Officers of leading and contributing institutions must approve the commitments made in terms of the Implementation Programme plans, to |
|
be reflected in their draft and final 5-Year Strategy 2020-2025. |
|
|
(g) |
A process and system for monitoring the progress on Implementation Programme Plan should be outlined and directed by the Office of the Premier, in line with the relevant prescripts. |
|
(h) |
The Accounting Officer of the leading institution must approve the consolidated Implementation Programme Plan. |
27
1.20 Integrated Urban Development Framework (IUDF)
The IUDF responds directly to the vision outlined in the National Development Plan and is a policy framework to guide the future growth and management of urban areas. It is designed to effect spatial transformation through reorganising the urban system in order that cities can become more inclusive, resilient and liveable.
Four overall strategic goals are pursued in the IUDF, namely:
Spatial Integration – new spatial forms
Inclusion and access - access to social and economic opportunities
Growth – inclusive sustainable economic growth and development
Governance – enhanced state capacity and citizens for collaboration around spatial and social integration.
The above inform the priorities of 9 policy levers, identified as follows:
|
(i) |
Integrated urban planning and management |
|
(ii) |
Integrated transport and mobility |
|
(iii) |
Integrated sustainable human settlements |
|
(iv) |
Integrated urban Infrastructure |
|
(v) |
Efficient land governance and management |
|
(vi) |
Inclusive economic development |
|
(vii) |
Empowered active communities and |
|
(viii) |
Efficient urban governance. |
|
(ix) |
Sustainable finances |
The IUDF can be seen to directly link to the strategic objectives of the IDP. The Eastern Cape Development Plan is grounded in the National Development Plan, but has specifically been developed taking cognisance of the critical priorities that face the Eastern Cape. The Plan was developed in 2014, in collaboration with citizens, organisations and institutions both within and outside of the Eastern Cape.
28
Arising from the above, five related goals have been developed for the Eastern Cape. Each goal has a vision, key objectives and strategic actions. The goals are interrelated. The Plan has a specific focus on rural development, due to the specific absence of spatial equity in the Eastern Cape.
1.21 Medium-Term Strategic Framework Outcomes
The Medium-Term Strategic Framework is an expression of Government’s Programme of Action. In terms of the Programme of Action, ten strategic priority areas have been identified. In order to achieve the strategic priorities, twelve Key Outcomes with accompanying Outputs and Activities have been identified. This has led to the conclusion of ministerial performance agreements related to the strategic priority areas. As a result of this, various structures are in place to coordinate the implementation of the outcomes, review progress and decide on interventions when needed.
In terms of Section 29 (1)(a) of the MSA; “The process followed by a municipality to draft its Integrated Development Plan, including its consideration and adoption of the draft plan must – be in accordance with a predetermined programme specifying timeframes for the different steps”.
Section 21 (1) (b) MFMA, “The Mayor of a municipality must – “at least 10 months before the start of the budget year, table in Council a time schedule outlining key deadlines for (i) the preparation, tabling and approval of the annual budget; annual review and any consultative processes forming part of the processes related to IDP and Budget review”.
The NMBM Council, in its sitting on 28 August 2018, approved the IDP, Budget and BEPP Multi-year Time Schedule. It is available on the NMBM Website at:
29
CHAPTER 2: SITUATIONAL ANALYSIS
This chapter describes the developmental context of the Nelson Mandela Bay Municipality and identifies the City’s strengths, opportunities, weaknesses and challenges within this context as well as the ability of the City to perform its tasks in line with its mandate and the vision. It needs to be recognized that the City is still experiencing the worst drought ever recorded in its history and that residents are constantly encouraged to use water responsibly.
The 2017/18 Customer Satisfaction Survey was conducted across a wide range of demographic criteria to measure any statistically significant differences in the overall satisfaction of respondents across gender, age and educational attainment. Overall, 60% of participants indicated that they were happy with municipal service delivery.
The development of this IDP took into consideration the results of the recently undertaken customer satisfaction survey. Table 7 below reflects on the results of the customer satisfaction survey.
TABLE 7: Results of the 2017/18 Customer Satisfaction Survey
|
Satisfaction Surveys Undertaken during: Year -1 and Year 0 |
||||
|
Subject matter of survey |
Survey method |
Survey |
No. of |
Survey results |
|
date |
people |
indicating |
||
|
included |
satisfaction or |
|||
|
in |
better (%)* |
|||
|
survey |
||||
|
Overall satisfaction with: |
||||
|
Face-to-face interviews with selected households per Ward |
April- |
|||
|
(a) Municipality |
May |
9932 |
60% |
|
|
2018 |
||||
|
(b) Municipal Service Delivery |
Face-to-face interviews with selected households per Ward |
April- |
||
|
May |
9932 |
60% |
||
|
2018 |
||||
|
(c) Mayor |
N/A |
N/A |
N/A |
N/A |
|
Satisfaction with: |
||||
|
(a) Refuse Collection / Waste Management |
Face-to-face interviews with selected households per |
April- |
||
|
May |
9932 |
64% |
||
|
2018 |
||||
30
|
Satisfaction Surveys Undertaken during: Year -1 and Year 0 |
||||
|
Subject matter of survey |
Survey method |
Survey |
No. of |
Survey results |
|
date |
people |
indicating |
||
|
included |
satisfaction or |
|||
|
in |
better (%)* |
|||
|
survey |
||||
|
Ward |
||||
|
Face-to-face interviews with selected households per Ward |
April- |
|||
|
(b) Road Maintenance |
May |
9932 |
59% |
|
|
2018 |
||||
|
Face-to-face interviews with selected households per Ward |
April- |
|||
|
(c) Electricity Supply |
May |
9932 |
62% |
|
|
2018 |
||||
|
Face-to-face interviews with selected households per Ward |
April- |
|||
|
May |
9932 |
65% |
||
|
(d) Water Supply / Water and Sanitation |
2018 |
|||
|
(e) Information supplied by Municipality to the public / Governance |
Face-to-face interviews with selected households per Ward |
April- |
||
|
May |
9932 |
51% |
||
|
2018 |
||||
|
(f) Opportunities for consultation on municipal affairs / Governance |
Face-to-face interviews with selected households per Ward |
April- |
||
|
May |
9932 |
51% |
||
|
2018 |
||||
TABLE 8: Population growth trend in Nelson Mandela Bay
|
Year |
Total |
Asians/Indians |
Black African |
Coloureds |
Whites |
|
(%) |
(%) |
(%) |
(%) |
||
|
2001 |
1 005 804 |
1.12 |
58.93 |
23.43 |
16.51 |
|
2007 (CS) |
1 050 933 |
0.92 |
60.40 |
22.56 |
16.12 |
|
2011 |
1 152 112 |
1.11 |
60.13 |
23.56 |
14.36 |
|
2015 |
1 224 630 |
1.1 |
56.0 |
24.1 |
18.8 |
|
2020 |
1 243 930 |
1.0 |
55.9 |
24.4 |
18.7 |
Source: StatsSA (2001 Census), StatsSA (Community Survey, StatsSA Mid-Year Estimates
and StatsSA (2011 Census)
Table 8 reflects on population growth trends and predictions for the future. A noticeable decline in the number of Blacks in the Metro is evident. This decline is predicted to continue to year 2020.
31
2.1 Health levels and conditions in Nelson Mandela Bay (HIV & AIDS / TB / STIs – Multi-Sectoral Approach for 2019/2020 Mainstreaming)
One of the key Millennium Development Goals (MDGs) for 2015, as set by the UNDP, was to combat HIV/AIDS, malaria and other diseases and reduce child mortality. Within Nelson Mandela Bay, strides have been made to ensure that the spread of HIV/AIDS is reduced and treatment is made available. One of the key priorities for the 2015/16 review should be concerted efforts on the implementation of the HIV/AIDS strategy in Nelson Mandela Bay and the capacitation of the Unit responsible for this programme.
The Municipality is committed to ensuring that HIV/AIDS, Tuberculosis (TB) National/Provincial Strategic Plan (2017-2021) objectives are mainstreamed externally and internally by all stakeholders in Nelson Mandela Bay involved in the fight against the HIV/AIDS and TB pandemic. Nationally, HIV/AIDS and TB are viewed not only as health issues, but also as socio-economic developmental and human rights issues. Local government has to champion the fight against these epidemics, plan an integrated approach that will mitigate the impact of HIV/AIDS and TB and create an enabling environment for economic and social development.
Mainstreaming is everybody’s business; therefore, there can be no mainstreaming without public participation, consultation and engagement of all stakeholders in the City. This gives them better insight into and understanding of the epidemic itself and knowledge on how to respond to it.
32
2.2 Key strategic objectives of National HIV/AIDS, TB Plan (2017-2021)
Address socio-economic and structural drivers leading to HIV infections and measurably reduce stigma and discrimination.
Reduce the rate of new HIV and TB infections using combination prevention methods and a multi-sectoral approach.
Sustain health and wellness, ensuring physically and mentally healthy communities.
Protect human rights and unlawful discrimination and inequality.
2.3 List of policies
It should be noted that internal operations policies are not advertised on the municipal website - only those that have direct implications for the public.
TABLE 9: POLICY REGISTER OF THE NELSON MANDELA BAY MUNICIPALITY
|
Policy Title |
Reference |
Adoption |
Review Due |
Policy |
|
Number |
Date |
Date |
on |
|
|
Website |
||||
|
Anti-Fraud and Anti-Corruption Strategy and related policies |
5/20/P |
31-03-2011 |
Under review |
No |
|
Arts, Culture, Heritage and Creative Economy Policy |
12/2/P |
16-05-2018 |
16-05-2021 |
No |
|
Asset Management Policy |
6/1/2/P |
20-07-2009 |
Under review |
No |
|
Assistance to the Poor (Indigent) Policy V2 |
5/18/5/P |
30-05-2016 |
30-05-2019 |
Yes |
|
Burial of Destitute Persons Policy |
5/21/1/P |
11-09-2002 |
Under review |
No |
|
Cash Management and Investment Policy |
5/10/P |
01-12-2005 |
Under Review |
No |
|
Code of Conduct |
4/2/P |
26-06-2004 |
Under review |
No |
|
Communications Policy |
6/2/2/P |
23-05-2017 |
23-05-2020 |
No |
|
Councillor Support Policy |
3/3/P |
25-06-2009 |
Under review |
No |
|
Credit Control Policy |
5/15/P |
31-03-2011 |
Under Review |
Yes |
|
Disaster Relief Management |
19/13/3/P |
17-07-2014 |
Under review |
No |
33
|
Policy Title |
Reference |
Adoption |
Review Due |
Policy |
|
Number |
Date |
Date |
on |
|
|
Website |
||||
|
Policy |
||||
|
Disposal of Immovable Capital Assets Policy and Procedures |
6/1/2/8/P |
15-09-2016 |
15-09-2019 |
Yes |
|
Education, Training and Development (ETD) |
4/4/P |
23-05-2017 |
23-05-2020 |
No |
|
Emerging Enterprise Development Support Programme and Policy |
17/8/P |
20-06-2018 |
20-06-2021 |
Yes |
|
Enterprise Risk Management Policy |
2/12/P |
19-10-2017 |
30-11-2020 |
Yes |
|
EPWP Socio-economic Empowerment Policy and Procedures Manual |
17/4/P |
27-10-2011 |
Under review |
No |
|
Experiential and Internship Policy |
4/4/P |
05-08-2003 |
Due for review |
No |
|
Financial Management Policies |
5/8/P |
24-05-2018 |
Annually |
Yes |
|
Guest House Policy |
5/3/1/P |
19-02-2004 |
Under Review |
Yes |
|
ICT Disaster Recovery Policy |
6/2/3/P |
23-05-2017 |
23-05-2020 |
No |
|
ICT Enterprise Change Management Policy and Procedures |
6/2/3/P |
23-05-2017 |
23-05-2020 |
No |
|
ICT Governance Framework |
6/2/3/P |
23-05-2017 |
23-05-2020 |
No |
|
ICT Policy |
6/2/3/P |
23-05-2017 |
23-05-2020 |
No |
|
Informal Trading Policy |
17/18/P |
08-11-2017 |
13-11-2020 |
No |
|
Information Security Governance Framework |
6/2/3/P |
23-05-2017 |
23-05-2020 |
No |
|
Information Security Management Policy and Procedures |
6/2/3/P |
23-05-2017 |
23-05-2020 |
No |
|
Integrated Environmental Policy |
19/2/P |
26-07-2012 |
Under Review |
Yes |
|
International Relations Policy |
7/1/P |
30-11-2017 |
30-11-2020 |
No |
|
Investigation of Fraud and Corruption Policy |
5/20/P |
Unknown |
Under review |
No |
|
Learnership Programmes Policy |
4/4/P |
19-03-2010 |
Under review |
No |
34
|
Policy Title |
Reference |
Adoption |
Review Due |
Policy |
|
Number |
Date |
Date |
on |
|
|
Website |
||||
|
Libhongolethu Fare Policy and Structure |
19/6/P |
16-05-2018 |
25-05-2021 |
No |
|
Library Services Policy |
19/9/P |
30-11-2017 |
30-11-2020 |
Yes |
|
Liquor Outlet Policy |
5/3/1/P |
Unknown |
Under Review |
Yes |
|
Nelson Mandela Bay Museums Policies, Code of Ethics and Rules |
19/14/P |
04-12-2008 |
Under review |
No |
|
Petitions Policy |
11/1/5/3/P |
11-10-2012 |
Under review |
Yes |
|
Policy and Procedure for Fleet Management |
6/2/1/P |
06-06-2005 |
Under Review |
No |
|
Policy and Procedures for the Disposal of Movable Assets Not of High Value |
6/1/2/P |
19-09-2013 |
Under review |
Yes |
|
Policy Development Framework |
2/12/P |
23-02-2017 |
23-02-2020 |
No |
|
Policy Governing Funding to External Organisations (previously Grant-in-Aid Policy) |
5/2/1/P |
22-05-2014 |
Under review |
Yes |
|
Policy Governing the Long-Term Financial Plan |
5/8/P |
01-12-2018 |
01-12-2021 |
No |
|
Policy on the Establishment and Functioning of Ward Committees |
3/1/1/P |
23-05-2017 |
23-05-2020 |
Yes |
|
Property Rates Policy 2018/19 |
5/3/1/P |
30-05-2018 |
Annually |
Yes |
|
Public Participation Policy and Procedures Manual |
11/1/5/3/P |
07-08-2014 |
Under review |
Yes |
|
Recognition of Prior Learning |
4/4/P |
23-05-2017 |
23-05-2020 |
No |
|
Sexual Harassment Policy |
4/10/P |
23-05-2017 |
23-05-2020 |
No |
|
Smoking Control |
4/13/P |
Unknown |
Under review |
No |
|
Sport Policy |
19/11/P |
01-06-2006 |
Under Review |
No |
|
Street Naming Policy |
16/1/5/P |
13-05-2004 |
Under Review |
No |
|
Student Accommodation Policy |
16/4/1/17/P |
16-08-2018 |
16-08-2021 |
Yes |
|
Substance Abuse Policy |
4/13/P |
16-02-2011 |
Under review |
No |
|
Supply Chain Management Policy |
9/1/P |
29-03-2018 |
29-03-2021 |
Yes |
35
|
Policy Title |
Reference |
Adoption |
Review Due |
Policy |
|
Number |
Date |
Date |
on |
|
|
Website |
||||
|
Tariff Policy |
5/5/P |
30-05-2016 |
Annually |
Yes |
|
Unauthorised, Irregular, Fruitless and Wasteful Expenditure Policy |
5/20/P |
24-05-2018 |
24-05-2021 |
Yes |
|
Ward-Based Grant in Aid Policy |
5/7/P |
30-11-2017 |
N/A |
No |
|
Whistle-Blowing Policy |
5/20/P |
24-06-2004 |
Under review |
No |
Source: NMBM Chief Operating Office - Policy and Research
Municipal By-Laws are reviewed as and when there is a need.
TABLE 10: Municipality’s gazetted By-Laws
|
BY-LAW |
GAZETTE NO. |
DATE OF GAZETTE |
||||
|
NMBM: |
Customer Care |
and |
Revenue |
|||
|
1087 |
21 |
October 2003 |
||||
|
Management By-law |
||||||
|
NMBM: Liquor Selling Hours By-law |
1459 |
12 |
December 2005 |
|||
|
Disaster Management Act (52/2002): |
1803 |
30 |
November 2007 |
|||
|
NMBM: Disaster Management By-law |
||||||
|
Constitution of the Republic of South Africa, 1996: NMBM: Fire Safety By-law |
1803 |
30 |
November 2007 |
|||
|
Constitution of the Republic of South Africa, 1996: NMBM: Roads, Traffic and Safety By-law |
1803 |
30 |
November 2007 |
|||
|
Constitution of the Republic of South Africa, 1996: NMBM: Street Trading By- law |
1982 |
26 |
September 2008 |
|||
|
Local |
Government: Municipal |
Property |
||||
|
Rates |
Act (6/2004): NMBM: |
Property |
2085 |
10 |
March 2009 |
|
|
Rates By-law |
||||||
|
Constitution of the Republic of South Africa, 1996: NMBM: Air Pollution Control By-law |
2322 |
24 |
March 2010 |
|||
36
|
BY-LAW |
GAZETTE NO. |
DATE OF GAZETTE |
||||||
|
Constitution |
of |
the Republic |
of |
South |
||||
|
Africa, |
1996: |
NMBM: Cemeteries |
and |
2322 |
24 |
March 2010 |
||
|
Crematoria By-law |
||||||||
|
Constitution of the Republic of South Africa, 1996: NMBM: Health By-law for the Operation and Management of Initiation Schools |
2322 |
24 |
March 2010 |
|||||
|
Constitution of the Republic of South Africa, 1996 : NMBM : Municipal Health By-law |
2322 |
24 |
March 2010 |
|||||
|
Constitution of the Republic of South Africa, 1996: NMBM: Noise Control By-law |
2322 |
24 |
March 2010 |
|||||
|
Constitution of the Republic of South Africa, 1996: NMBM: Prevention of Public Nuisances and Public Nuisances Arising from the Keeping of Animals By-law |
2322 |
24 |
March 2010 |
|||||
|
Constitution of the Republic of South Africa, 1996: NMBM: Public Amenities By- law |
2322 |
24 |
March 2010 |
|||||
|
Constitution of the Republic of South Africa, 1996: NMBM: Waste Management By-law |
2322 |
24 |
March 2010 |
|||||
|
Constitution of the Republic of South Africa (108/1996): NMBM: Outdoor Signs (Advertising and Other) By-law |
2361 |
14 |
May 2010 |
|||||
|
Water Services Act (108/1997): NMBM: |
2361 |
14 |
May 2010 |
|||||
|
Water and Sanitation Services By-law |
||||||||
|
2.4 |
Economy |
|||||||
The Nelson Mandela Business Chamber Plan, initiated in 2017, identifies four priority clusters (sectors) as: the Automotive Sector, Light Manufacturing, Tourism and
37
Hospitality, and Agro-processing. The report identifies key interventions which could help these sectors grow and which are within the capacity of the Metro to influence.
These sectors were identified as priorities because their growth will not only benefit the economy but also provide an opportunity for inclusive growth in the Metro through employment opportunities (ECSECC 2017 Outlook).
In terms of economic infrastructure, the City is unique in that it is a two Port City: the Port of Port Elizabeth, near the City Centre, and the deep-water Port of Nqura in the Coega Special Economic Zone (SEZ), located 30 km north of the City Centre. Possessing two ports creates an opportunity for the city to establish a strong and vibrant maritime sector (Stats SA).
The indicator areas focused on regulations relevant to the life cycle of small to medium sized domestic businesses and were built on standardised case scenarios. Within these indicators, the length of time, financial cost and number of procedures were evaluated. Of the five indicators, three, namely dealing with construction permits, registering property and getting electricity, were within the direct control of municipalities.
The following is the result recorded in respect of Nelson Mandela Bay in relation to the afore-stated three municipal indicators:
Dealing with construction permits - Analysis has shown that it is the cost of building plans that needs to be re-evaluated to bring the City in line with other local authorities.
Registering property – In terms of this indicator, the Nelson Mandela Bay Municipality performed above average and was rated fifth best in the country. The Municipality will however need to address the time taken to issue rates clearance certificates in order to perform better.
Getting electricity –The Municipality requires five procedures to be completed (which is average), but these procedures take 330 days to complete. Cost is also a factor that could be improved.
38
The 2018 survey undertaken by the World Bank Team revealed a significant improvement in three indicators measured in the Nelson Mandela Bay Municipality. In 2015, the Getting Electricity indicator measured, revealed that it took 330 days to finalise electricity connections, which period has since been reduced to 190 days.
Registering property, which used to take 25 days (WB 2015 report), has since been reduced to 20 days. Finally, the construction permit indicator has also been reduced (from 101 to 96 days). All these interventions are as a result of the collaboration between National Treasury, World Bank specialists and the Nelson Mandela Bay Municipality. This work is monitored by the Office of the City Manager and reported on a quarterly basis to National Treasury.
2.5 Poverty
Altogether 640 000 people were living in poverty in the Nelson Mandela Bay
Metropolitan area (ECSECC, 2017), which is 15.98% higher than the 552 000 in
2006. In 2016, 65.1% of the African population group lived in poverty, as compared
to the 67.72% in 2006, with 40.6% of the Coloured and 8% of the Asian population groups living in poverty. Currently, approximately 30% of formal households in the city cannot afford basic services in terms of the Indigent Programme, with an average of 16.1% of households receiving no income (CSurvey, 2016).
The unemployment rate in the Metro is at 36.8% (CS, 2016) - up by 4.2 % from the same period last year (31.8%). The number of unemployed in the Bay increased from 159 000 to 202 000. The impact of high unemployment remains a great concern to the residents and all key stakeholders in the Metro.
2.6 Safety
In a 2016 South African Cities Networks Report titled “State of Urban Safety in South Africa”, the importance of urban safety in cities was highlighted. The report states that Cities are “places not only of opportunity, but also of inequality and high levels of violence and crime”. The Report’s findings confirm that crime and violence in South Africa are heavily concentrated in urban areas.
39
Nelson Mandela Bay has a relatively slow population growth, low population density, and high levels of social incoherence/family disruption and inequality. The city compares well to the other cities across most social / structural risk factors, especially in respect of service deprivation and housing informality levels.
The safety and security of local communities, residents, visitors, tourists and holiday- makers is a key focus area of the Municipality. To make the city safer, the institution provides a broad spectrum of services. The emergency services that are provided to ensure the safety of all communities and visitors include disaster management, fire and emergency and security services, as well as traffic and licensing services.
Collaboration between all internal and external stakeholders, particularly law enforcement agencies, is maintained to identify potential threats and reduce or eliminate risks.
Nelson Mandela Bay is noted for achieving a standard level of access to basic services, namely housing, water, sanitation, electricity, safety and security, social amenities, refuse removal, and road networks.
2.7
USDG
The NMBM is performing very well in respect of USDG spending, which resulted in the Municipality receiving an amount of R200 million. The USDG is allocated to metropolitan municipalities for urban development purposes only. Due to poor performance in certain metropolitan municipalities, National Treasury resolved or gazetted the amendment of the USDG allocation from poorly performing metropolitan municipalities to best performing municipalities - and the NMBM became one of the beneficiaries of this allocation.
Although the NMBM is performing well in respect of USDG spending, this cannot be translated to expenditure on other capital projects that the city is implementing. There is a need for improvement in this area of spending.
Below are service delivery performance highlights during the 2017/18 financial year:
40
Provision of integrated and sustainable human settlements:
|
o |
359 state subsidised housing units provided. |
|
o |
144 social housing units provided. |
|
o |
3 009 erven provided with permanent water and sanitation services. |
|
o |
910 households relocated from stressed informal settlements and other servitudes to Greenfield development areas. |
Provision of quality potable water and reliable water supply:
o 100% of households (both formal and informal) have access to a basic level of water supply (including households within a 200 m radius of a standpipe).
Provision of sanitation services:
o 98% of households (both formal and informal) have access to a basic level of sanitation.
Provision of electricity and energy:
o 1 581 electricity connections provided.
Provision of solid waste management services:
o 100% households within the urban edge are receiving a weekly domestic waste collection service (excluding informal areas on privately owned erven and erven not earmarked for human settlements development).
Provision of recreational facilities and public amenities:
o 2 beaches upgraded through the provision of either revetments / parking areas / walkways / security cameras / picnic facilities and/or dune stabilisation.
41
|
o |
64 public open spaces upgraded through the provision of either outdoor gym equipment / fencing / pathways / benches and/or playground infrastructure. |
|
o |
6 cemeteries upgraded through either the construction of berms / installation of cameras / upgrade of the sewerage system and/or the provision of fencing. |
|
o |
60% completion of the Main Library Restoration / Upgrade. |
Response time to emergencies:
o 7 minutes and 29 seconds average response time to traffic emergencies within Nelson Mandela Bay (from Control Centre receiving notification of emergency to dispatched officer arriving at the scene).
o 12 minutes and 16 seconds average response time to fire emergencies within Nelson Mandela Bay (from Control Centre receiving notification of emergency to dispatched officer arriving at the scene).
42
CHAPTER 3: METHODOLOGY AND STAKEHOLDER ENGAGEMENTS
The Municipality’s leadership set in motion a strategy to prepare an Integrated Development Plan that would place the people of Nelson Mandela Bay at the centre of planning. With a strong commitment to improve service delivery and grow the economy to create jobs, it was crucial for the new administration to reform the administration and its systems.
Chapter Seven (7) of the Constitution of the Republic of South Africa, Act 108 of 1996, Chapter Four (4) and Five (5) of Local Government Municipal Systems Act, 32 of 2000 and Chapter Four (4) of the Municipal Finance Management Act Number 56 of 2003 compel municipalities to engage communities through public participation programmes. This should not only be done as a compliance exercise, but also as serious engagement with communities in order for all municipal programmes implemented within the five-year cycle of Integrated Development Plans to be informed by the priorities of citizens.
The Long-Term Growth and Development Plan provides a framework for three successive five-year Integrated Development Plans until 2032, aimed at achieving a comprehensive socio-economic turnaround for the Nelson Mandela Bay Municipality. This is important to equip all directorates of the Municipality with a united and shared focus for efforts to meet challenges and achieve desired goals.
At the broader level, strategic focus is placed on integrating the local economy into the developmental agendas of the national and continental economies and to efficiently manage and capitalise on the impacts of globalisation and climate change as two of the most prominent challenges currently faced.
The Metro’s political and administrative leadership, communities and economic sector groups, consulted throughout the development of the long-term development plan, have high ambitions for a bright future for Nelson Mandela Bay. This Municipality is determined to achieve those ambitions throughout the entire City.
The 2019/20 IDP / Budget public participation review programme was approved by
43
the Strategic Planning Steering Committee, established by the Executive Mayor to oversee the whole planning and implementation processes of the IDP and Budget. When the new administration took over on 27 August 2018, a revised public participation programme was approved for the meetings to start from 04 September until 15 October 2018. The final round of public meetings took place from 25 April to 20 May 2019.
The summary below outlines some of the communication initiatives implemented during the public participation programme reviewing the 2018/19 IDP and Budget:
An IDP App was developed and implemented alongside an IDP Input form on the municipal Website. The IDP App received 78 441 visits since its establishment in 2018, while 78 people submitted their inputs during the current review of the IDP and Budget.
IDP Input forms were developed and distributed to communities during IDP meetings. A total of 310 IDP inputs forms were received during public meetings.
EPWP workers were employed in each Ward to distribute and collate IDP Input forms at Ward Councillors’ Offices, and 3027 completed forms were received.
The total attendance of public participation meetings for the duration of the review of 2018/19 IDP and Budget was 4 534.
Councillors were also requested to inform their communities about the meetings
Loud hailing services.
Requested the Religious Desk from the Speaker’s Office to spread the message in their churches about the meetings and encourage congregants to attend the planned meetings.
Newspapers adverts were published.
Radio slots and live radio reads were used.
The final round of public participation took place on 25 April 2019 to 20 May 2019,
while bilateral meetings with Ward Councillors took place from 23 April 2019 to
25 April 2019 and on 14 May 2019 to ensure alignment between Ward priorities and
the budget. The total number of residents who interacted with the IDP / Budget
public participation processes in various manners during August 2018 to May 2019
44
was
86 312.
Apart from the Municipality having consulted with communities, economic sector industries were also engaged. Engagements between the economic sector industries stakeholders and ACSA unblocked a number of challenges that were experienced by them, particularly ACSA concerning its future plans for the development of the Port Elizabeth International Airport.
The scope of engagement with critical stakeholders was also expanded to include a sector that was not consulted adequately in the past, namely the Cultural and Creative Industries. There are plans and intentions to expand consultation platforms beyond the current stakeholders consulted. There are also plans to include NGOs, CBOs and SANGOCO in future meetings to ensure that the NMBM is reaching as many participants in the process as is possible.
Special Sectors and Mainstreaming
This is one of the critical stakeholders in the NMBM participating during IDP and Budget review processes. The Nelson Mandela Bay Municipality has established an institutional framework that coordinates and facilitates the mainstreaming of the best interests of children, people with disabilities, the elderly, women and youth through the Special Programmes Unit within Constituency Services.
Meetings with Special Sectors took place on 21 August 2018 and 26 April 2019 respectively. Some of the priorities consistently raised during a number of previous meetings were again presented during the meetings held in August 2018 and April
2019. For example, a Sign Language Interpreter was available at these meetings
and some of the meeting documents were converted into Braille – services really
appreciated by those people who needed such services.
Among the issues raised consistently on a number of platforms, include the provision of houses that are friendly to people with disabilities; sidewalks to accommodate
45
people in wheelchairs; and facilities where people with disabilities may create and display products developed using their hands, e.g. arts and crafts such as beadwork.
They also raised the issue of the employment of a focal person in the Office of the Executive Mayor to deal with issues directly affecting people with disabilities. The issue of a public transport system that was user-friendly to people with disabilities was also raised during the meetings held with the Special Sectors in 2018 and 2019.
In an effort to ensure integration and synergy, all Directorates are required to ensure that special sectors development will become central in their planning, budgeting, and the implementation of their projects and programmes. The Special Programmes Unit, in conjunction with Directorates and in collaboration with relevant stakeholders, is expected to conduct its business in the following manner:
Conduct public awareness and education for the promotion of mainstreaming the youth, women, aged, disability, gender and children’s rights issues in Council and government programmes; with extensive campaigns associated with national days in the form of Pride and Observance dates.
Ensure that special sector’ concerns and needs become the integral dimension of the design, implementation, monitoring and evaluation of policies and programmes in all political, economic and social spheres for designated groups to benefit equitably.
Coordinate efforts that ensure that planning, policies, programmes and projects will counteract the inequalities and disparities experienced by children, disability, elderly, women, youth and gender machinery.
Ensure the coordination and facilitation of the systematic inclusion of all concerns of children, disability, elderly, women, youth and gender machinery at all levels of planning, policy making and programme implementation.
Ensure the fairness and availability of measures that compensate historical and social disadvantages that prevent special sectors from operating on a level playing field.
46
Effectively and efficiently coordinate for the alignment and compliance to local, provincial, national, SADC, regional, continental and international obligations and protocols pertaining to special sectors.
Ensure that special sectors contribute and benefit from economic, social, cultural and political development.
Assess the implications for designated groups of any planned action, legislation, policies or programmes in all areas and at all levels.
Cultural and Creative Arts Industries
In an effort to enhance public participation, the NMBM consulted for the first time on IDP / Budget related issues with the Cultural and Creative Arts Industries in 2018. Since that was the first time for such stakeholders to participate in the process, quite a number of issues were raised by this sector.
Future consultation and participation meetings will be held with these stakeholders. Artists raised serious concerns about the fact that they were not being consulted when budgets were allocated for their programmes: issues such as who determined what budget went to this sector and how such determination was made, which artists would benefit from municipal activities in providing their services and the criteria used to select them were raised.
They emphasised that, in future, nothing must ever be done or decided about their industry without honest consultations with them. The current administration expressed the commitment to this sector that, going forward, there would be constant engagement with the sector on issues relevant to it so that the gap that used to exist in the past would not be perpetuated.
Table 11 is a summary of ten (10) frequently raised issues across the Metro. It is clear from the table that the upgrading and maintenance of sewerage systems is a key priority. This issue was particularly dominant in township Wards.
Other issues that dominated the recent public meetings, as reflected in Table 11, were: Skills development; the rectification of houses including pre-1994 houses; the
47
provision of streetlights; the construction, upgrading and maintenance of sport fields; and the visibility of Metro Police and SAPS.
An integrated approach is therefore required in addressing issues raised by the communities during these public meetings. Issues raised that do not fall within the mandate of Local Government are elevated to the relevant departments for their attention. It is critical for the NMBM to establish, enhance and strengthen Intergovernmental Relations platforms to make sure that there is integration in the manner in which government responds to issues raised by communities at the local sphere.
TABLE 11: Priorities with highest frequency in Wards during IDP / Budget Review (August 2018 to May 2019)
|
PRIORITIES RAISED |
WARDS |
|
|
1. |
Upgrade and maintenance of sewerage system |
4, 10, 12, 13, 15, 16, 18, 20, 21, 22, 24, 25, 26, 27, 28, 29, 30, 31, 36, 41, 44, 45, 47, 49, 53, 55, 56, 57 & 60 (29) |
|
2. Skills development |
4, 13, 14, 15, 16, 17, 18, 19, 20, 21, 22, 24, 25, 27, 28, 31, 33, 34, 36, 41, 42, 43 & 44 |
|
|
(23) |
||
|
3. Rectification of houses |
3, 4, 10, 15, 18, 21, 24, 25, 26, 27, 28, 30, 31, 33, 34, 35, 36, 37, 53, 54, 55 & 60 (22) |
|
|
4. Rectification of pre-1994 houses |
3, 4, 10, 15, 18, 21, 24, 25, 26, 27, 28, 30, 31, 33, 34, 35, 36, 37, 54, 55 & 60 (21) |
|
|
5. Provision of street lights and high mast lighting |
4, 10, 11, 13, 14, 15, 18, 21, 24, 27, 28, 29, 30, 31, 32, 33, 34, 35 & 36 (19) |
|
|
6. Construction of sport fields and upgrading / maintenance |
4, 11, 13, 14, 15, 18, 20, 21, 22, 23,24, 28, 31, 32, 33, 34, 36, 53 & 59 (19) |
|
|
7. Visibility of Metro Police and SAPS |
4,10,12, 13, 14, 15, 18, 20, 27,29, 31, 32, 33, 34, 35, 41, 57 & 60 (18) |
|
|
8. Attend to Illegal dumping |
12, 15, 18, 20, 24, 26, 28, 30, 31, 32, 34, 36, 43, 44, 45, 46, 47 & 53 (18) |
|
|
9. Provision of houses |
4, 11, 12, 13, 15, 18, 24, 25, 27, 30, 31, 32, 33, 34, 36 & 53 (16) |
|
48
|
10.Tarring |
of |
roads |
and |
construction |
of |
4, 11, 12, 13, 14,15, 24, 29, 30, 31, 32, 33, 34, 35, 36 & 53 (16) |
|
speed humps |
||||||
Source: IDP Office- Ward Prioritiese (2019)
49
CHAPTER 4: SPATIAL STRATEGY
4.1
INTRODUCTION
The spatial strategy of the Municipality is embedded in three interrelated strategic documents; these are:
The Metropolitan Spatial Development Framework (MSDF)
The Sustainable Community Planning Methodology
The Built Environment Performance Plan (BEPP)
This Chapter outlines the key features of these three strategic documents, which together form the spatial strategy of the City. The Metropolitan Spatial Development Framework (MSDF) is the primary spatial plan of the City and represents the spatial manifestation of the IDP. All matters of a spatial nature concerning the Municipality are encapsulated in the MSDF. It includes the aforementioned Sustainable Community Planning Methodology and the Built Environment Performance Plan.
Council approved the initial MSDF in 2009 and a second version was approved in December 2015. This Chapter includes the revised Spatial Development Framework Strategy. The Spatial Planning and Land Use Management Act 2013 (SPLUMA) sets the legal framework for the SDFs of South African municipalities. The core principles of the SDF have remained intact over multi-year periods and political cycles. Minor amendments were proposed in the 2015 MSDF to address the development changes within the city and Council approved a revised SDF during the 2019/20 financial year. A full review of the MSDF will be done in 2020/21 financial year.
The Sustainable Community Planning Methodology is an international award-winning planning methodology developed and implemented in the Nelson Mandela Bay Municipality (NMBM), to enhance the levels of sustainability and integration of development within the City and to reduce the effects of entrenched segregation.
50
It promotes the analysis and planning of the City in what is termed Sustainable Community Units (SCUs), which apply to both new and existing areas. They aim to ensure that any developments are examined through the lenses of housing, work, services, transport and character / identity, in order that the need for travel is reduced and that essential services in the above categories are available within walking distance of all households within an SCU.
The Built Environment Performance Plan (BEPP) is an annual requirement of the Division of Revenue Act. It aims to bring about the practical spatial restructuring of the country’s Metropolitan Cities through defining and actively implementing an Urban Network Strategy (UNS), which defines CBDs and hubs connected by Integration Zones, where access is prioritised and Transit Oriented Development (TOD), catalytic programmes and high density mixed-use developments are promoted.
The BEPP also focuses on the implementation of growth nodes and the eradication of informal settlements. The BEPP is required to release various grant funding from National Treasury and represents the capital urban investment strategy of the city, especially of the conditional grants. The NMBM 2019/20- 2021/22 Built Environment Performance Plan is available on the municipal website:
4.2 NMBM METROPOLITAN SPATIAL DEVELOPMENT FRAMEWORK
The Metropolitan Spatial Development Framework (MSDF) and the associated, more detailed, Local Spatial Development Frameworks (LSDFs) seek to guide overall spatial form and identify current and future desirable land uses within the Municipality at a broad level in order to give physical effect to the vision, goals and objectives of the IDP.
The MSDF identifies major transport routes, future transport links, environmentally important areas and key potentials and constraints. The MSDF also aims to sequence future development areas in a manner that makes the best use of
51
infrastructure services and limits the leap-frogging of development and the unnecessary expansion of infrastructure networks.
The legal importance of the MSDF is contained, inter alia, in the Spatial Planning and Land Use Management Act 2013 (SPLUMA), Chapter 4, which states that:
“a Municipal Planning Tribunal or any other authority required or mandated to make a land development decision in terms of this Act or any other law relating to land development, may not make a decision which is inconsistent with a municipal spatial development framework, unless if site specific circumstances justify a departure from such provisions.”
4.2.1 Rationale for Spatial Planning
The MSDF must give effect to the development principles contained in the Spatial Planning and Land Use Management Act, 2013 (SPLUMA). These are:
Spatial justice.
Spatial sustainability.
Efficiency.
Spatial resilience.
Good administration.
4.2.2 SDF processes
The following processes of the SDF support sustainable development within the Nelson Mandela Bay Municipality:
Analysis of spatial opportunities, constraints, patterns and trends.
Identification of the need for spatial restructuring and land reform.
Provision of spatial solutions to developmental issues.
Identification of national spatial development principles and their spatial application in the NMBM.
52
Understanding of and allowance for the spatial implications of social, economic and environmental sustainability.
Production of a document to guide decision-making on developable and non- developable areas, including the sequencing of development.
Creation of a framework for public and private investment decisions to facilitate investor confidence.
A number of sectoral plans and topic-specific planning documents, which include the following, supports the MSDF:
Strategic Environmental Assessment.
Urban Edge / Rural Management and Urban Densification Policies.
Demographic Study update.
Land Use Management System (LUMS).
Human Settlements Implementation Plan.
4.2.3 Spatial Overview of Nelson Mandela Bay
The Nelson Mandela Bay Municipality (NMBM) was the first metropolitan municipality in the Eastern Cape Province and is one of eight metropolitan municipalities in South Africa. The Nelson Mandela Bay Municipality covers an area of 1959,02 square kilometres and is bordered by the Sundays River in the north, the Van Stadens River in the south west, and the Greater Uitenhage / Despatch areas towards the west of the metropolitan area.
The demarcation process, as provided for in the Demarcation Act (Act 27, 1998), caused the disestablishment of seven separate local authority administrations and the formation of the Nelson Mandela Bay Metropolitan Municipality (NMBMM). The most significant administrations incorporated were Port Elizabeth, Uitenhage, Despatch and a portion of the Western District Council.
53
4.2.4 Proposed Metropolitan Structure
4.2.4.1 Structuring the Plan
The spatial structuring of the Plan is based on the following factors:
Available land and its features.
Envisaged population growth.
Economic development.
Principles guiding integration, efficiency and sustainability.
The following considerations are used to determine the basic structure of the Plan:
Land earmarked for new development, including low income housing, has been selected on the basis that vacant land within and close to the existing built-up areas must be utilised first, while further outlying areas are considered for development only once more centrally located land has been taken up. This will encourage the more efficient use of existing infrastructure before network extensions are required. It will also discourage the leap-frogging of development, which is expensive from a bulk services provision perspective.
Land uses are to be arranged in a manner that promotes the development and use of an efficient public transport system. Densification and a mix of land uses along major transport corridors can achieve this objective.
Access to green recreational zones from residential areas has been given special attention. Natural, sensitive areas have been identified for protection, and additional green spaces have been set aside for recreational use, as well as other uses that are of an ecological nature.
Certain land uses, such as large industrial areas, are kept away from residential areas, due to the heavy traffic, air pollution and noise generated by industrial operations.
Existing economic nodes, such as the Coega IDZ, as well as the Uitenhage and Port Elizabeth main industrial areas and existing commercial centres, are used as employment nodes; therefore, structuring elements.
54
Further transport links are proposed to promote integration and overall accessibility; linking major centres and industrial areas with residential areas is important, taking into account the limitations resulting from valleys, rivers and escarpments.
Public transport corridors have been proposed linking economic areas. The future growth direction from Motherwell would thus be to the west, in the direction of Uitenhage, with the Coega IDZ providing employment opportunities for the adjacent residential areas of Motherwell.
Main arterial roads and rail links for private and public transport between the different urban areas are most easily arranged in east-west directions. Linkages in the north-south direction as well as inland are impeded by valleys, rivers and escarpments and are consequently mainly limited to coastal corridors. It is important that cross city linkages are explored to improve accessibility.
It is vital to reserve land for future communication links through the urban zones. This is especially important when building between existing developments to make the urban structure denser and more efficient. Such reserves will serve to avoid future transport problems and the additional cost of creating new links through development areas.
The approach therefore focused on pedestrian movement and public transport and the provision of access to services and job opportunities.
4.2.4.2 Primary Structuring Elements
Apartheid planning consigned most South Africa cities to the principles of segregation, separate development and unequal access to resources. Such planning divided cities and left places of work and economic opportunities far from the places where the majority of the population live. Measures and strategies need to be put in place to actively restructure the city. The following elements are important considerations in achieving this.
55
4.2.4.3 Activity Nodes
Nodes are places of high accessibility, characterised by a concentration of mixed use activities, such as retail, office, entertainment, community facilities and residential components. Such places are usually located at strategic transport interchanges.
These nodes are regarded as priority areas for densification, integration, intensification and the improvement of environmental quality. Nodes are mostly targeted for public and private investment, as they can enhance economic opportunities and enable more efficient service delivery intensifying activities.
4.2.4.4 Urban Network Strategy
NMBM Urban Nodes
Source: NMBM 2017
56
4.2.4.5 Urban Corridors / Activity Spines
Urban corridors are a combination of structuring elements that reinforce a hierarchy
of nodes. They have varying development intensities and widths. Mixed used
activities should be created and promoted within such corridors/spines, to also include different modes of transport. This minimises travelling costs and the costs of transport infrastructure by increasing accessibility to employment opportunities, especially for previously disadvantaged communities.
Residential and commercial densities along transportation routes need to be increased at strategic locations (i.e. near development nodes) in order to transform major routes into activity or development corridors and create an environment conducive for sustainable human settlements.
4.2.4.6 NMBM Activity Corridors
Activity spines can be defined as concentrated urban development along movement routes that are typically also major public transport routes. Development can either take the form of continuous linear development or a series of nodes along the activity spine.
4.2.4.7 Natural Open Space and Green System
The Nelson Mandela Bay Municipality’s open space network plays a fundamental role in shaping the city through the conservation of ecological resources, which are amongst the major structuring elements guiding the development of the city. The open space network has spatial, social and technical dimensions.
4.2.4.8 Consolidation and Densification
A consolidation and densification approach promotes more compact urban
development and maximises the efficiency of areas that are well serviced and
centrally located.
57
4.2.4.9 Growth Management / Urban Edge
A tool of the spatial development framework for growth management is the
demarcation of an urban growth boundary or urban edge. The “urban edge” is a conceptual boundary that delineates the urban area in order to contain physical development and sprawl and re-direct growth towards a more integrated, compact and efficient urban form, guided by detailed plans.
4.3 SUSTAINABLE COMMUNITY PLANNING AND METHODOLOGY
The existing pattern of development in Nelson Mandela Bay is the result of historical segregation-based planning. These imbalances serve as constraints for redevelopment; they should be addressed and rectified.
The NMBM developed and introduced this planning methodology to assist the city in dealing with the creation of a more sustainable city. The methodology is an integral part of the MSDF, LSDF and precinct planning that is undertaken.
Sustainable Community Units (SCUs) have been introduced to achieve a more balanced structure in Nelson Mandela Bay, in order to reduce discrepancies in terms
of service provision and standards; promote integration in socio-economic and
functional terms; and provide for economic activities and employment opportunities.
4.3.1 Distance to Facilities
The SCU planning methodology concept identifies the need to make higher levels of sustainability and integration in Nelson Mandela Bay its primary focus. The basis for sustainable community planning lies in the development principles adopted at national, provincial and local government levels, as supported by legislation and government policies.
58
To achieve both sustainability and integration, the following functional elements need attention in relation to the above principles:
|
(a) |
Housing |
|
(b) |
Work |
|
(c) |
Services |
|
(d) |
Transport |
|
(e) |
Community |
|
(f) |
Character and identity |
For more details on the planning methodology outlined above, refer to the Sustainable Community Planning Guide, dated June 2007; also available on the municipal website: (www.nelsonmandelabay.gov.za).
4.4 BUILT ENVIRONMENT PERFORMANCE PLAN (BEPP)
The development of a Built Environment Performance Plan (BEPP) is a requirement of the Division of Revenue Act (DoRA) in respect of the various infrastructure grants related to the built environment of metropolitan municipalities. It is submitted to National Treasury in order to, inter alia, access the following conditional grants:
Integrated City Development Grant (ICDG)
Urban Settlements Development Grant (USDG)
Human Settlements Development Grant (HSDG)
Public Transport Infrastructure Grant (PTIG)
Neighbourhood Development Partnership Grant (NDPG)
Integrated National Electrification Grant (INEP)
The BEPP aims to demonstrate the use of these grants for the purpose of spatial restructuring through targeting capital expenditure in areas that will maximise the positive impact on citizens, leverage private sector investment, and support growth and development towards a transformed spatial form and a more compact city.
59
The BEPP is complementary to the Municipality’s key strategic documents, which include the Integrated Development Plan (IDP), the Budget, the Spatial Development Framework (SDF) and the Comprehensive Integrated Transport Plan (CITP). The BEPP directly complements the MSDF, and the MSDF must embrace the BEPP.
The BEPP focuses on three main areas:
|
|
An Urban Network Strategy (UNS), including Integration Zones and catalytic programmes. |
|
|
Economic / Growth nodes. |
|
|
Informal settlements and marginalised areas. |
|
4.4.1 |
ROAD NETWORK |
Public transport serves the metropolitan area along the following existing and planned routes:
|
|
North-South linkage between the PE CBD and Motherwell via Ibhayi; along the Khulani Corridor. |
|
|
North-West linkage between the PE CBD and Bloemendal / Bethelsdorp, along Stanford Road. |
|
|
South-West linkage between the PE CBD and the Western Suburbs, via Old Cape Road. |
|
4.4.2 |
RAIL NETWORK |
There is an existing passenger rail link between the PE CBD and Uitenhage.
There is also an existing passenger rail link between the PE CBD and Motherwell / Markman.
A passenger rail link between the Port Elizabeth CBD and Motherwell via a proposed new Motherwell Rail Corridor parallel to Tyhinira Street (Motherwell) is planned.
60
There is a long-term possible linkage between Coega and Uitenhage. A narrow- gauge rail line exists between Humerail (Port Elizabeth) and Loerie.
4.4.3 OTHER ACTIVITY CORRIDORS
The Nelson Mandela Bay Urban Network further identifies other existing mixed-use activity corridors that are important. These are:
|
|
Walmer Boulevard, Heugh Road and Buffelsfontein Road |
|
|
Walmer Main Road |
|
|
William Moffett Expressway and Cape Road |
|
4.5 |
Catalytic Programmes |
The Catalytic Programmes identified in this BEPP reflect interventions that include developments that conform to the National Treasury Guidance Notes for the BEPP as follows; they:
“Enable integration, that is mixed and intensified land uses where the residential land use caters for people across various income bands and at increased densities that better support the viability of public transport systems;
Are strategically located within integration zones in metropolitan municipalities; and are game changers in that the nature and scope of the projects are likely to have significant with significant impact on spatial form and unlock economic activity;
Involve major infrastructure investment;
Require a blend of finance where a mix of public funds is able to leverage private sector investment as well as unlock household investment;
Require specific skills across a number of professions and have multiple stakeholders.”
61
In addition, the following is important:
inner city, mixed use, social, commercial and residential development initiatives. informal settlements and marginalised area upgrading.
linkage projects such as critical road infrastructure to ensure the proper linkages of the Integration Zones to the rest of the city.
The following map shows the location of the qualifying selected catalytic programmes in relation to the Integration Zones and the Urban Network Strategy framework.
NMBM Catalytic Programmes
Source: NMBM, 2019
62
It is the intention to move the catalytic programmes as quickly as possible from the planning to the implementation phases.
63
|
4.6 |
INFORMAL SETTLEMENTS AND MARGINALISED AREAS |
|
4.6.1 |
Management and Upgrading of Informal Settlements |
The Municipality has a dedicated programme for the elimination of informal settlements, as contained in the Informal Settlements Upgrading Plan (NMBM:
Human Settlements Directorate, 2008). The Plan was developed in 2008 and included 81 informal settlements. Altogether 51 informal settlements now remain, contained in a matrix of in situ upgrading / destination areas, programmed over time, prioritised and implemented according to the availability of funding.
4.6.2 Strategy for better located housing development for all and specifically the poor in relation to densification
The Spatial Strategy of the NMBM, which has at its core the aim of sustainability and achieving a more equitable spatial structure for the population of the Metro, is crucial. What is also key to mention is that all strategies aimed at addressing issues of disproportional spatial planning are taking an integrated approach to the challenge. Greater integration and the alignment of strategic spatial plans will be achieved in the near future.
The Long Term Growth and Development Plan and the Performance Management aspects of this IDP aim to ensure that the macro spatial strategy is experienced at community level through, for example, safer neighbourhoods and streets, more functional suburbs with more choices and diversity to meet daily needs, more accessible and convenient facilities with greater mobility, healthier and greener and more sustainable living areas, backed by a caring and more participative local government.
64
CHAPTER 5:
INPUT BY SECTOR DEPARTMENTS
This Chapter reflects the input received from the Sector Departments and State Owned Enterprises.
PARTICIPATION OF SECTOR DEPARTMENTS IN NMBM PUBLIC PARTICIPATION MEETINGS IN THE LAST THREE FINANCIAL YEARS (2016 / 17 TO 2018 / 19)
|
2016/17 |
2017/18 |
2018/19 |
|||||||
|
DEPARTMENT |
IDP |
||||||||
|
PUBLIC |
REP |
IDP |
PUBLIC |
IDP REP |
IDP |
PUBLIC |
IDP REP |
IDP |
|
|
MEETINGS |
FORUM |
INPUT |
MEETINGS |
FORUM |
INPUT |
MEETINGS |
FORUM |
INPUT |
|
|
Health |
No |
Yes |
Yes |
No |
Yes |
Yes |
No |
Yes |
Yes |
|
SRAC |
No |
No |
No |
No |
Yes |
Yes |
No |
Yes |
Yes |
|
SAPS |
No |
Yes |
Yes |
No |
Yes |
Yes |
No |
Yes |
Yes |
|
Education: |
No |
No |
No |
No |
No |
No |
|||
|
PE |
Yes |
Yes |
Yes |
||||||
|
Public Works |
No |
No |
No |
No |
No |
No |
No |
Yes |
Yes |
|
Human Settlements |
No |
No |
Yes |
No |
Yes |
No |
No |
No |
Yes |
|
DEDEAT |
No |
Yes |
Yes |
No |
Yes |
Yes |
No |
Yes |
Yes |
|
Roads & Public Works |
No |
No |
Yes |
No |
No |
No |
No |
No |
Yes |
|
Safety and Liaison |
No |
No |
Yes |
No |
No |
No |
No |
Yes |
No |
|
Water & Sanitation |
No |
No |
Yes |
No |
No |
No |
No |
No |
No |
|
DRDAR |
No |
Yes |
Yes |
No |
No |
No |
No |
Yes |
No |
|
Social Development |
No |
No |
Yes |
No |
No |
No |
No |
No |
No |
|
Labour |
No |
Yes |
No |
Yes |
No |
No |
Yes |
No |
|
|
SASSA |
No |
No |
No |
No |
Yes |
No |
No |
No |
No |
|
Energy |
No |
No |
No |
No |
Yes |
No |
No |
No |
No |
|
Transport |
No |
No |
No |
No |
No |
No |
No |
Yes |
No |
|
Correctional |
No |
No |
No |
No |
No |
No |
No |
No |
|
|
Services |
Yes |
||||||||
|
Agriculture, Forestry |
No |
No |
No |
No |
No |
No |
No |
No |
|
|
& Fisheries |
Yes |
||||||||
|
EC: Parks & Tourism |
No |
No |
No |
No |
No |
No |
No |
Yes |
No |
|
Home Affairs |
No |
No |
No |
No |
No |
No |
No |
Yes |
No |
|
COGTA |
No |
No |
No |
No |
No |
No |
Yes |
Yes |
No |
|
Office of the Premier |
No |
No |
No |
Yes |
Yes |
No |
No |
Yes |
No |
65
5.1 Sector Departments and State Owned Enterprises Input
In line with Intergovernmental Relations and Cooperation between various spheres of government, a number of Sector Departments submitted their inputs for inclusion in the 2019/20 IDP. Sector Departments who submitted their input in the NMBM IDP are the following: Economic Development, Environmental Affairs, South African Police Services (SAPS), Department of Roads and Public Works, ACSA, PRASA and the Department of Human Settlements.
5.1.1 Provincial Department of Economic Development, Environmental Affairs and Tourism
Mandate / Key Strategic Objectives of the Department / Parastatal / Organization:
Sustainable development underpinned by economic growth and sound environmental management.
5.1.2 Economic Development
This unit promotes economic growth and the development of local economies by aligning Local and Regional Economic Development Fund (LRED) initiatives with government programmes, as well as sustains economic development and growth through partnerships with key stakeholders. To this end, the District participates in IDP and LED Strategy Reviews initiated by local municipalities, as well as forums such as the District Support Team that support LED initiatives within the various municipal areas.
The mandate includes the facilitation of the implementation of micro-economic reform strategies through business development and support. Furthermore, this unit facilitates the registration of and access to finance by co-operatives and SMMEs. This is done through referral to the Eastern Cape Development Corporation (Imvaba Fund and Business Loans) and the Small Enterprise Development Agency (Business Plans, Product and Market Development).
66
The Unit also provides redress to valid consumer complaints on unfair business practices, as well as promotes consumer awareness in terms of the National Consumer Protection Act, 2011. This enables consumers to make educated decisions.
5.1.3 Environmental Affairs
The mandate includes the administering of legislation and regulations pertaining to the National Environmental Management Act (Act 107 of 1998), including legislation such as Environmental Impact Management (EIA regulations), Waste Management, Air Quality Management and Biodiversity Management. All permits / approvals issued in terms of the afore-mentioned legislation are subject to oversight by the Compliance and Enforcement Unit.
It also provides Environmental Empowerment Services, empowering local communities and various non-governmental stakeholders pertaining to issues of environmental concern.
TABLE 12: Department of Provincial Economic Development
|
1 |
LRED Grant Funding: |
R3 000 000 |
11 Parkin Street, North End, Port Elizabeth |
|
RV Footwear |
|||
|
2 |
LRED Grant Funding proposals under consideration (6): |
Total of R15.8m requested by applicants |
Dependent on project approval |
|
Africa Auto Group (Automotive parts) - Coega IDZ |
|||
|
Clean-up Trading (Fresh produce market) - Uitenhage |
|||
|
Equipt Consulting (Angora rabbit products) - Greenbushes |
|||
|
La Mohair Pty Ltd (Mohair products) - |
|||
|
North End |
|||
|
Lebenyane Trading cc (Automotive parts) - Deal Party |
|||
|
Zozinette Pty Ltd (Weave products) - Walmer |
|||
|
3 |
Consumer Awareness |
Operating Budget |
Nelson Mandela Bay |
67
5.1.4 South African Police Services
TABLE13: SAPS Cluster Offices in the NMB
|
Mount Road Cluster Office |
Motherwell |
Uitenhage |
|
Cluster Office |
Cluster Office |
|
|
Mount Road |
Motherwell |
Uitenhage |
|
Humewood |
KwaZakhele |
KwaNobuhle |
|
Walmer |
New Brighton |
Kamesh |
|
Kabega Park |
Ikamvelihle |
Despatch |
|
Algoa Park |
KwaDwesi |
|
|
Gelvandale |
Swartkops |
|
|
Bethelsdorp |
Kinkelbos |
Source: SAPS (2018)
All land requirements for the new proposed police stations in the following areas are being addressed; Zwide, Kabega, KwaNobuhle (Uitenhage), New Brighton, KwaDwesi, Kinkelbos and Walmer.
TABLE 14: Department of Provincial Public Works
|
No |
Details of Projects / Programme to be undertaken in 2018/19 |
Overall Budget Provision per project/ programme |
Areas targeted for implementation |
|
|
1. |
Jubilee Park |
R77 460 900,00 |
Uitenhage |
|
|
2. |
David Livingstone |
R |
71 460 900,00 |
Port Elizabeth |
|
3. |
Bhongweni |
R |
39 989 440,76 |
Port Elizabeth |
|
4. |
Mfesane |
R |
80 755 357,06 |
Port Elizabeth |
|
5. |
Bethelsdorp |
R |
80 025 172,80 |
Port Elizabeth |
|
6. |
Dora Phase 1 |
R |
99 851 315,06 |
Port Elizabeth |
|
7. |
Dora phase 11 |
R |
119052000,6 |
Port Elizabeth |
68
Source: Department of Provincial Public works
5.1.5 Airport Company South Africa (ACSA)
Mandate and Key Strategic Objectives:
Cooperation between the NMBM and ACSA around development planning
and Airport master plan and precinct planning to ensure alignment.
Manage and align developments to ensure maximum economic and social
beneficiation for the region.
Leverage Airport as an economic engine and connectivity node – Airlift
Project.
Positioning Port Elizabeth International Airport as an Airport City to
leverage for economic growth.
Master Plan
Additional land requirements
Proposed development on Erf 1948 – This piece of land to be made
available to the Airport for future plans development
Precinct Plan development for the Airport, including transport solutions.
5.1.6 PRASA
Construction of 7,8 km new railway line, connecting with existing Transnet main line.
Three (3) new passenger stations will be designed but not constructed in current project.
Construction of the staging facilities in Motherwell for 6 train sets.
Achieved to date:
Consultant completed the detailed designs in July 2018.
69
Detailed designs were reviewed by all stakeholders, including the NMBM, and
designs were approved, subject to a few conditions.
Finalisation of Memorandum of Agreement between PRASA and the NMBM -
PRASA finalising internal comments for final discussion with the NMBM.
Land acquisition / donation processes to start once Environmental
Authorisation are obtained.
TABLE 15: PRASA Planned Projects until 2022
|
Motherwell Passenger Rail Corridor Project |
FY2019/20 |
FY2020/21 |
FY 2021/22 |
|
R5 618 733 |
R168 106 292 |
R22 417 823 |
Source: PRASA (2018)
TABLE 16: Human Settlements Pipeline Projects
|
Pipeline Projects |
Project Size |
Status |
|
Doornhoek (48) |
40 |
PACOM Approved – 08/0818 |
|
Dikiza Street (42) |
8 |
PACOM Approved – 08/0818 |
|
Ntswahlana Street |
||
|
(42) |
10 |
PACOM Approved – 08/0818 |
|
Kabah Langa PH 6 |
54 |
PACOM Approved – 08/0818 |
|
(48) |
||
|
Kabah Langa PH 6 |
54 |
PACOM Approved – 08/0818 |
|
(48) |
||
|
Pola Park (50) |
50 |
PACOM Approved – |
|
08/0818 |
||
|
Item submitted to |
||
|
Motherwell NU 12 (54) |
350 |
Technical Evaluation Committee |
|
Mandela |
||
|
Rholihlahla (31) |
4 |
PACOM Approved – 08/0818 |
|
Uitenhage Erf 8228 |
111 |
PACOM Approved – 08/0818 |
|
(42) |
||
|
Motherwell High |
117 |
PACOM Approved – 08/0818 |
|
Density (54) |
||
|
Uitenhage Blikkiesdorp (48) |
731 |
Busy with beneficiary survey |
|
Bethelsdorp North Area C (36) |
6500 |
PACOM Approved – 113 Units |
|
Uitenhage Rosedale Ph 2 (49) |
299 |
No application in place yet |
|
Jagvlagte PH 1 |
353 |
No application in place yet |
|
(53) |
||
|
Despatch Florida Heights (41) |
639 |
No application in place yet |
Source: Department of Human Settlement (2018)
70
CHAPTER 6: BUDGET
6.1 Capital Programme
The expenditure of the Capital Programme is predominantly aimed at improving residents’ living conditions in the poor areas of the City. Funding has been allocated inter alia to service housing delivery areas, bucket eradication, the tarring of gravel roads, stormwater improvements, electrification, and public open spaces.
The remainder of the Capital Programme focuses on essential infrastructure for the future growth and development of the Municipality, including areas such as major road construction, water supply and wastewater treatment.
CAPITAL BUDGET BY PROJECT PROGRAMMES FOR 2019/20-2021/22
6.1.1 Human Settlements (1191)
|
2019/20 |
2020/21 |
2021/22 |
||
|
Draft Capital |
Draft Capital |
Draft Capital |
||
|
Budget |
Budget |
Budget |
||
|
Programme: Services for Housing Delivery (10074) |
200,628,550 |
226,155,430 |
247,900,000 |
|
|
20110091 |
Khayamnandi Extension - Roadworks (Human Settlements) |
5,350,000 |
15,000,000 |
800,000 |
|
20170070 |
Khayamnandi Extension - Stormwater (Human Settlements) |
2,500,000 |
10,000,000 |
650,000 |
|
20170069 |
Khayamnandi Extention - Water (Human Settlements) |
6,500,000 |
8,000,000 |
750,000 |
|
20170072 |
Khayamnandi Extention - Sewer (Human Settlements) |
9,850,000 |
6,000,000 |
850,000 |
|
20190095 |
Khayamnandi Extension - Parks |
300,000 |
- |
- |
|
20120030 |
Kwanobuhle Area 11 - Roadworks (Human Settlemnts) |
20,403,050 |
24,000,000 |
5,000,000 |
|
20170079 |
Kwanobuhle Area 11 - Stormwater (Human Settlements) |
8,657,090 |
3,600,000 |
2,500,000 |
|
20170081 |
Kwanobuhle Area 11 - Water (Human Settlements) |
3,283,180 |
2,400,000 |
2,000,000 |
|
20170083 |
Kwanobuhle Area 11 - Sewer (Human Settlements) |
9,113,320 |
3,600,000 |
3,500,000 |
|
20190096 |
Kwanobuhle Area 11- Parks |
300,000 |
- |
- |
|
20120031 |
Ekuphumleni - Kwazakhele - Roadworks (Human Settlements) |
16,988,790 |
599,440 |
- |
|
20182298 |
Kwazakhele: Ekuphumleni Stormwater (Human Settlements) |
4,102,510 |
155,130 |
- |
|
20170191 |
Kwazakhele: Ekuphumleni Water (Human Settlements) |
3,772,560 |
138,630 |
- |
|
20170192 |
Kwazakhele: Ekuphumleni Sewer (Human Settlements) |
4,881,910 |
194,100 |
- |
|
20120033 |
Jagvlagte (Chatty 11-14) - Roadworks (Human Settlements) |
14,317,520 |
16,000,000 |
45,000,000 |
|
20170091 |
Jagvlagte (Chatty 11-14) - Stormwater (Human Settlements) |
8,007,600 |
7,000,000 |
35,000,000 |
|
20170093 |
Jagvlagte (Chatty 11-14) Water (Human Settlements) |
3,219,640 |
8,000,000 |
15,000,000 |
|
20170096 |
Jagvlagte (Chatty 11-14) Sewer (Human Settlements) |
5,053,130 |
12,000,000 |
25,000,000 |
|
20190097 |
Jagvlagte (Chatty 11-14) - Parks (Human Settlements) |
300,000 |
- |
- |
|
20120043 |
Seaview Housing Job - Roadworks (Human Settlements) |
- |
3,675,000 |
875,000 |
|
20170097 |
Seaview Housing Job - Stormwater (Human Settlements) |
- |
2,100,000 |
4,900,000 |
|
20170099 |
Seaview Housing Job - Water Bulks (Human Settlements) |
- |
1,575,000 |
3,675,000 |
|
20170101 |
Seaview Housing Job - Sewer Bulks (Human Settlements) |
- |
3,150,000 |
7,350,000 |
71
|
20120047 |
Walmer Development - Roadworks (Human Settlements) |
10,946,240 |
21,383,230 |
22,000,000 |
|
20170108 |
Walmer Development - Stormwater (Human Settlements) |
4,703,440 |
3,783,780 |
16,000,000 |
|
20170109 |
Walmer Development - Water (Human Settlements) |
3,333,340 |
1,923,770 |
8,000,000 |
|
20170110 |
Walmer Development - Sewer (Human Settlements) |
7,709,540 |
1,685,570 |
12,000,000 |
|
20120055 |
Motherwell NU30 - Roadworks (Human Settlements) |
1,683,670 |
12,000,000 |
1,000,000 |
|
20170115 |
Motherwell NU30 - Stormwater (Human Settlements ) |
100,000 |
9,000,000 |
850,000 |
|
20170116 |
Motherwell NU30 - Water (Human Settlements ) |
2,850,000 |
6,000,000 |
550,000 |
|
20170117 |
Motherwell NU30 - Sewer (Human Settlements ) |
4,350,000 |
8,000,000 |
650,000 |
|
20190173 |
Motherwell NU 30- Parks (Human Settlements) |
300,000 |
- |
- |
|
20120059 |
Malabar Ext 6 Phase 2 - Roadworks (Human Settlements) |
17,209,960 |
920,500 |
- |
|
20170067 |
Malabar Ext 6 Phase 2 - Stormwater (Human Settlements) |
3,264,020 |
68,200 |
- |
|
20170068 |
Malabar Ext 6 Phase 2 - Water (Human Settlements) |
3,264,020 |
93,760 |
- |
|
20170071 |
Malabar Ext 6 Phase 2 - Sewer (Human Settlements) |
3,264,020 |
109,320 |
- |
|
20190099 |
Malabar Ext 6 Phase 2 - Parks (Human Settlements) |
300,000 |
- |
- |
|
20130054 |
Bethelsdorp Ext 32, 34 & 36 - Roadworks (Human Settlements) |
- |
6,125,000 |
6,125,000 |
|
20170090 |
Bethelsdorp Ext 32, 34 & 36 - Stormwater (Human Settlements) |
- |
3,500,000 |
3,500,000 |
|
20170092 |
Bethelsdorp Ext 32, 34 & 36 - Water Bulks (Human Settlements) |
- |
2,625,000 |
2,625,000 |
|
20170094 |
Bethelsdorp Ext 32, 34 & 36 - Sewer Bulks (Human Settlements) |
- |
5,250,000 |
5,250,000 |
|
20110092 |
Missionvale Garden Lots - Roadworks (Human Settlements) |
5,500,000 |
10,500,000 |
10,500,000 |
|
20190003 |
Missionvale Stormwater (Human Settlements) |
1,500,000 |
4,500,000 |
4,500,000 |
|
20190004 |
Missionvale Water (Human Settlements) |
450,000 |
500,000 |
500,000 |
|
20190005 |
Missionvale - Sewer (Human Settlements) |
500,000 |
1,000,000 |
1,000,000 |
|
20190104 |
Connections and Water Meters |
2,500,000 |
||
|
Programme: Investment Property (10036) |
||||
|
Total |
200,628,550 |
226,155,430 |
247,900,000 |
|
|
6.1.2 Infrastructure & Engineering Unit - Rate and General (0384) |
||||
|
2019/20 |
2020/21 |
2021/22 |
||
|
Draft Capital |
Draft Capital |
Draft Capital |
||
|
Budget |
Budget |
Budget |
||
|
Programme: Resurfacing of Minor Roads (10002) |
26,000,000 |
24,000,000 |
25,000,000 |
|
|
20190274 |
Resurfacing Tar roads (non-subsidy) |
26,000,000 |
24,000,000 |
25,000,000 |
|
Programme: Resurfacing of Major Roads (10018) |
6,000,000 |
5,000,000 |
5,000,000 |
|
|
19930002 |
Resurfacing of Subsidised Roads |
6,000,000 |
5,000,000 |
5,000,000 |
|
Programme: Rehabilitation of Minor Tar Roads (10019) |
15,000,000 |
10,000,000 |
8,500,000 |
|
|
20070137 |
Rehabilitation of roads |
15,000,000 |
10,000,000 |
8,500,000 |
|
Programme: Rehabilitation of Minor Concrete Roads (10020) |
1,000,000 |
1,000,000 |
1,000,000 |
|
|
19980218 |
Rehabilitate Concrete Roads - Northern Areas |
1,000,000 |
1,000,000 |
1,000,000 |
|
Programme: Buildings, Depots Upgrading & Additions (10009) |
5,000,000 |
2,880,000 |
2,500,000 |
|
|
20042767 |
Upgrading Depots and Offices |
1,000,000 |
1,880,000 |
1,500,000 |
|
20140008 |
Rehabilitation of Workshop Buildings |
1,000,000 |
1,000,000 |
1,000,000 |
|
20190181 |
Renovation of Municipal Building to Laboratory |
3,000,000 |
- |
- |
|
Programme: Vehicles & Plant (10010) |
14,000,000 |
11,000,000 |
11,000,000 |
|
|
20190286 |
Replacement Vehicles Fleet |
10,000,000 |
10,000,000 |
10,000,000 |
|
20190288 |
Roads - New / Replacement Vehicles (Fleet) |
4,000,000 |
1,000,000 |
1,000,000 |
|
Programme: Tarring of Gravel Roads (10023) |
108,000,000 |
114,000,000 |
114,000,000 |
|
|
20030084 |
Peri-Urban: Rehabilitation of gravel roads |
1,000,000 |
2,000,000 |
2,000,000 |
|
20050286 |
Tarring of Gravel Roads |
107,000,000 |
112,000,000 |
112,000,000 |
|
Programme: Construction of Stormwater Infrastructure (10025) |
1,000,000 |
5,000,000 |
5,000,000 |
|
|
20030379 |
Motherwell NU29 & 30 : Roads & S/w Bulk Infrastructure |
1,000,000 |
5,000,000 |
5,000,000 |
72
|
Programme: Stormwater Improvements (10026) |
42,050,000 |
34,750,000 |
29,250,000 |
|
|
19940233 |
Motherwelll Canal Wetlands |
1,000,000 |
1,000,000 |
1,000,000 |
|
19980323 |
Lorraine Stormwater Control |
- |
- |
- |
|
20020149 |
Stormwater Improvements |
2,000,000 |
2,000,000 |
2,000,000 |
|
20030017 |
Paapenkuils Canal Rehabilitation |
250,000 |
500,000 |
500,000 |
|
20030475 |
New Brighton/Kwazakhele: Bulk Stormwater |
2,000,000 |
2,500,000 |
2,000,000 |
|
20030609 |
Flood Risk and Improvements (All other rivers) |
650,000 |
750,000 |
750,000 |
|
20060237 |
Zwide Bulk Stormwater |
12,000,000 |
8,000,000 |
5,000,000 |
|
20060241 |
Blue Horizon Bay Bulk Stormwater |
1,000,000 |
1,500,000 |
1,500,000 |
|
20060286 |
Groundwater Problem Elimination Northern Areas |
1,000,000 |
1,000,000 |
1,000,000 |
|
20080078 |
Chatty: Stormwater Improvement |
1,000,000 |
- |
- |
|
20080079 |
Wells Estate: Stormwater Improvements |
500,000 |
- |
- |
|
20080080 |
Cannonville/ Colchester: Sstormwater Improvements |
8,000,000 |
8,000,000 |
4,000,000 |
|
20080081 |
Greenbushes: Stormwater Improvemements |
250,000 |
500,000 |
500,000 |
|
20090038 |
Stormwater Improvements: Ikamvelihle |
2,000,000 |
2,000,000 |
2,000,000 |
|
20140009 |
Rehabilitation of Stormwater Ponds |
3,000,000 |
3,000,000 |
3,000,000 |
|
20170127 |
Reconstruction of stormwater system - Uitenhage |
2,500,000 |
3,000,000 |
2,000,000 |
|
20170130 |
Motherwell Canal Pedestrian crossings |
500,000 |
- |
- |
|
20190287 |
Reconstruction of Open Canals - Metrowide |
4,400,000 |
- |
- |
|
20190297 |
Stormwater Improvements - Stokwe Street (Ward 17) |
- |
500,000 |
2,000,000 |
|
20190300 |
Stormwater Improvements - Simnka Street (Ward 17) |
- |
500,000 |
2,000,000 |
|
Programme: Traffic and Signage Improvements (10031) |
8,200,000 |
9,350,000 |
9,350,000 |
|
|
20070132 |
New Traffic Signals |
2,000,000 |
2,000,000 |
2,000,000 |
|
19940195 |
TM24 Guidance Signs |
200,000 |
350,000 |
350,000 |
|
19940376 |
Traffic Control Equipment (Subsidy) |
2,000,000 |
2,000,000 |
2,000,000 |
|
20190285 |
Traffic Calming Measures - 2019 |
3,000,000 |
3,000,000 |
3,000,000 |
|
20060019 |
Public Transport Facilities |
1,000,000 |
2,000,000 |
2,000,000 |
|
Programme: Construction of Major Roads (10027) |
23,900,000 |
42,000,000 |
29,000,000 |
|
|
20140010 |
Construction of Bloemendal Arterial |
1,000,000 |
5,000,000 |
5,000,000 |
|
20170126 |
John Tallant Link Road |
20,000,000 |
20,000,000 |
5,000,000 |
|
20170128 |
Stanford Road Extension |
2,900,000 |
17,000,000 |
19,000,000 |
|
Programme: Rehabilitation of Major Roads (10028) |
4,100,000 |
6,000,000 |
5,000,000 |
|
|
19980319 |
Upgrade Main Road through Swartkops |
2,000,000 |
4,000,000 |
3,000,000 |
|
19990144 |
Rehabilitation of William Moffett Expressway |
2,000,000 |
2,000,000 |
2,000,000 |
|
20182556 |
Acquisition of Properties - Standford Road |
100,000 |
- |
- |
|
Infrastructure & Engineering Unit - Rate and General (0384) Continued |
||||
|
2019/20 |
2020/21 |
2021/22 |
||
|
Draft Capital |
Draft Capital |
Draft Capital |
||
|
Budget |
Budget |
Budget |
||
|
Programme: Improvements to Minor Roads (10022) |
12,941,000 |
8,500,000 |
7,000,000 |
|
|
19930030 |
Rehabilitation of Verges and Sidewalks -Northern Areas |
1,500,000 |
1,500,000 |
1,500,000 |
|
20043187 |
Provision of Rudimentary Services - Roads and Stormwater |
1,500,000 |
1,500,000 |
1,500,000 |
|
20162188 |
Wells Estate - Access Road- Jijana |
5,000,000 |
5,000,000 |
2,000,000 |
|
20182522 |
Construction of Jack Road - Missionvale |
4,941,000 |
- |
- |
|
20190294 |
Aluta Continua Access Road - Joe Slovo 41 |
- |
500,000 |
2,000,000 |
|
Programme: Improvements to Major Roads (10029) |
12,100,000 |
14,500,000 |
13,000,000 |
|
|
19980253 |
Minor Intersection Improvements |
2,000,000 |
2,000,000 |
2,000,000 |
|
20170129 |
Road Upgrades to increase Capacity |
10,000,000 |
12,000,000 |
9,000,000 |
|
20010023 |
Glen Hurd Drive Upgrading |
100,000 |
- |
- |
|
20190295 |
Construction of Bantom Road |
- |
500,000 |
2,000,000 |
|
Programme: Management Systems (10024) |
500,000 |
500,000 |
500,000 |
|
|
20130051 |
Computer Upgrade - I & E |
500,000 |
500,000 |
500,000 |
|
Programme: Rehabilitation of Bridge Structures (10030) |
7,000,000 |
9,500,000 |
7,000,000 |
|
|
20070246 |
Rehabilitation of Bridge Structures |
5,000,000 |
7,500,000 |
5,000,000 |
|
20090079 |
Construction of Footbridges |
1,000,000 |
1,000,000 |
1,000,000 |
73
|
20162191 |
Construction of Joe Slovo Bridge – Ward 41 |
1,000,000 |
1,000,000 |
1,000,000 |
|
|
Programme: Non-Motorised Transport Facilities (10032) |
10,300,000 |
10,300,000 |
10,300,000 |
||
|
20050042 |
Facilities for the Disabled |
300,000 |
300,000 |
300,000 |
|
|
20060020 |
Provision of Sidewalks |
10,000,000 |
10,000,000 |
10,000,000 |
|
|
Programme: Specialised Equipment (10081) |
5,000,000 |
5,500,000 |
5,500,000 |
||
|
20190289 |
Laboratory equipment - Scientific Services |
2,500,000 |
2,500,000 |
2,500,000 |
|
|
20190290 |
Replacement of Laboratory Equipment - Scientific Services |
2,500,000 |
3,000,000 |
3,000,000 |
|
|
Programme: Furniture and Equipment (10073) |
2,750,000 |
1,750,000 |
1,750,000 |
||
|
20190106 |
Small Plant & Equipment |
2,750,000 |
1,750,000 |
1,750,000 |
|
|
Programme: IPTS Work Packages (10034) |
177,227,420 |
170,818,380 |
186,949,120 |
||
|
20060229 |
IPTS - Work Package: Public Transport Facilities |
27,400,000 |
16,800,000 |
99,000,000 |
|
|
20060232 |
IPTS - Work Package: Road Works |
3,000,000 |
- |
33,750,000 |
|
|
20060234 |
IPTS - Work Package: TDM and ITS |
- |
2,000,000 |
- |
|
|
20070244 |
IPTS - Work Package: Bus Rapid Transit |
75,000,000 |
105,000,000 |
- |
|
|
20190048 |
IPTS - Upgrading of Njoli Street to a dual Carriageway-North |
1,020,250 |
- |
- |
|
|
20190049 |
IPTS -Upgrading of Njoli Street to a dual Carriageway South |
1,020,250 |
- |
- |
|
|
20190050 |
IPTS - Upgrading of Njoli /Daku Road Intersect East Phase2 |
836,520 |
- |
- |
|
|
20190051 |
IPTS - Upgradingof Njoli/Daku Road Intersect - West - Phase2 |
836,520 |
- |
- |
|
|
20190052 |
IPTS - Construction of a Holding Public Depot - Uitenhage |
10,000,000 |
- |
- |
|
|
20190053 |
IPTS - Standford Rd / N2 Bridge Widening and Construc Pedest |
16,500,000 |
1,500,000 |
- |
|
|
IPTS - Construction of Cleary Park Operational Area Depot Phase 3 |
|||||
|
20190054 |
& Terminal |
15,000,000 |
20,000,000 |
15,000,000 |
|
|
20190069 |
IPTS -OMS APTMS Lite |
3,320,870 |
3,020,870 |
- |
|
|
20190075 |
IPTS - Interim Ticket System |
500,000 |
- |
- |
|
|
20190175 |
Automated Fare Collection (AFC) System |
1,293,010 |
22,497,510 |
39,199,120 |
|
|
IPTS - Construction of Uitenhage/KwaNobuhle Public Transport |
|||||
|
20190177 |
Depot and Terminal |
21,500,000 |
- |
- |
|
|
Total |
482,068,420 |
486,348,380 |
476,599,120 |
||
|
6.1.3 |
Sanitation - Metro (1411) |
||||
|
2019/20 |
2020/21 |
2021/22 |
|||
|
Draft Capital |
Draft Capital |
Draft Capital |
|||
|
Budget |
Budget |
Budget |
|||
|
Programme: Buildings, Depots Upgrading & Additions (10009) |
1,000,000 |
1,000,000 |
1,000,000 |
||
|
20190251 |
Sanitation Services : Office Accomodation |
1,000,000 |
1,000,000 |
1,000,000 |
|
|
Programme: Bucket Eradication (10043) |
10,000,000 |
10,000,000 |
10,000,000 |
||
|
Bucket Eradication Programme: Supply and Install Communal |
|||||
|
20182423 |
Ablution Facilities |
10,000,000 |
10,000,000 |
10,000,000 |
|
|
Programme: Reticulation Sewers - Rehabiliation & Refurbishment (10044) |
2,500,000 |
18,000,000 |
16,000,000 |
||
|
19930112 |
Sewer Replacement and Relining |
- |
15,000,000 |
15,000,000 |
|
|
20190254 |
Sanitation: Rehabilitation of Sewer Pipes |
2,500,000 |
3,000,000 |
1,000,000 |
|
|
Programme: Reticulation Sewers - New, Augmentation & Upgrade (10045) |
33,500,000 |
15,500,000 |
15,500,000 |
||
|
20190252 |
Sanitation :Improvements to Sewerage Systems |
30,000,000 |
15,000,000 |
15,000,000 |
|
|
20190258 |
Sanitation : Sampling Station Equipment |
3,500,000 |
500,000 |
500,000 |
|
|
Programme: Bulk Sewers - Rehabiliation & Refurbishment |
|||||
|
(10046) |
19,000,000 |
12,000,000 |
500,000 |
||
|
20030034 |
Markman - Replace 600mm Sewer |
1,000,000 |
- |
- |
|
|
20190256 |
Sanitation : Rehabilitation Of KwaZakhele Collector Sewer |
18,000,000 |
12,000,000 |
500,000 |
|
|
Programme: Bulk Sewers - New, Augmentation & Upgrade |
|||||
|
(10047) |
139,400,000 |
116,500,000 |
58,000,000 |
||
|
19960525 |
Chatty Valley Collector Sewer Stage 1 (nodes 20 -24) |
500,000 |
- |
- |
|
|
19980348 |
Paapenkuils Main Sewers Augmentation |
- |
5,000,000 |
500,000 |
|
|
20030030 |
Lorraine - Bulk Sewerage Augmentation |
- |
500,000 |
500,000 |
|
|
20050064 |
Sanitation Services: Augment Collector Sewer WalmerHeights |
1,000,000 |
- |
- |
|
|
20060177 |
Driftsands Collector Sewer - Augmentation - Phase 1 |
1,000,000 |
- |
- |
|
|
20110054 |
Motherwell Main Sewer Upgrade |
500,000 |
- |
- |
|
74
|
20110056 |
Swartkops Low Level Colector Sewer Upgrade |
27,500,000 |
10,000,000 |
10,000,000 |
|
|
20110066 |
Bulk Sewers Joe Slovo, Mandelaville, Allenridge West UIT |
10,000,000 |
10,000,000 |
2,000,000 |
|
|
20182411 |
Driftsands Collector Sewer - Augmentation - Phase 2 |
40,000,000 |
15,000,000 |
22,000,000 |
|
|
20182418 |
Augment Collector Sewer for Walmer Heights |
28,300,000 |
3,500,000 |
500,000 |
|
|
20182425 |
Lorraine - Bulk Sewerage Augmentation - Additional Capacity |
10,000,000 |
- |
- |
|
|
20182428 |
Swartkops Low Level Colector Sewer Upgrade - New Contract |
- |
50,000,000 |
- |
|
|
20190250 |
Sanitation :Jagtvlakte Bulk Sewer |
1,000,000 |
1,000,000 |
1,000,000 |
|
|
20190253 |
Sanitation Services: Seaview Bullk Sewerage |
600,000 |
500,000 |
500,000 |
|
|
20190255 |
Sanitation : Sewer Protection for Collector Sewers |
1,000,000 |
1,000,000 |
1,000,000 |
|
|
20190260 |
Sanitation :Motherwell North Bulk Sewerage |
16,000,000 |
20,000,000 |
20,000,000 |
|
|
20190261 |
Sanitation : Motherwell Coega WWTW and Outfull Sewer |
2,000,000 |
- |
- |
|
|
Programme: Sewerage Pump Stations - Rehabiliation & Refurbishment (10048) |
10,000,000 |
10,000,000 |
10,000,000 |
||
|
20190257 |
Sanitation : Rehabilitation of Pump Stations |
10,000,000 |
10,000,000 |
10,000,000 |
|
|
Programme: Sewerage Pump Stations - New, Augmentation & Upgrade (10049) |
1,000,000 |
1,000,000 |
6,000,000 |
||
|
20182540 |
Fitzpatrick Pump-station - New |
- |
- |
5,000,000 |
|
|
20190249 |
Sanitation : Upgrade of Rocklands WWTW |
1,000,000 |
1,000,000 |
1,000,000 |
|
|
Programme: Waste Water Treatment Works - Rehabiliation & Refurbishment (10050) |
16,500,000 |
52,500,000 |
52,500,000 |
||
|
20070153 |
Brickfields: Upgrade |
500,000 |
500,000 |
500,000 |
|
|
20190246 |
Construction of Access Road - Sanitation |
4,000,000 |
- |
- |
|
|
20190248 |
Sanitation : Kelvin Jones WWTW Upgrading |
10,000,000 |
50,000,000 |
50,000,000 |
|
|
20190259 |
Sanitation:Purchase of Telemetery Equipment for Pump Station |
2,000,000 |
2,000,000 |
2,000,000 |
|
|
Programme: Waste Water Treatment Works - New, Augmentation & Upgrade (10051) |
69,150,000 |
79,000,000 |
75,000,000 |
||
|
20030405 |
Witteklip Bulk Sewerage |
- |
500,000 |
500,000 |
|
|
20050250 |
Sanitation Services: Driftsands WWTW Phase 3 extension |
- |
- |
- |
|
|
20070144 |
Kwanobuhle WWTW : Upgrading |
19,000,000 |
1,000,000 |
- |
|
|
20190278 |
Sanitation Services: Fishwater Flats WWTW Upgrade |
5,000,000 |
30,000,000 |
30,000,000 |
|
|
20182410 |
Driftsands WWTW Phase 3 - Upgrade Existing Composting Plant |
2,000,000 |
1,000,000 |
1,000,000 |
|
|
20190245 |
Sanitation : Upgrade of Cape Recife WWTW |
28,000,000 |
36,000,000 |
33,000,000 |
|
|
20190247 |
Sanitation :Upgrading of Despatch Reclamation Works |
1,500,000 |
500,000 |
500,000 |
|
|
Fishwater Flats WWTWMedium Voltage Network Phase 2 |
150,000 |
- |
- |
||
|
Fishwater Flats WWTW Upgrade |
8,500,000 |
- |
- |
||
|
Fishwater Flats WWTW Upgrade |
5,000,000 |
10,000,000 |
10,000,000 |
||
|
Programme: Vehicles (10009) |
4,500,000 |
5,500,000 |
5,500,000 |
||
|
20190244 |
Purchase of Vehicles for Sanitaion Services : 2019-20 |
4,500,000 |
5,500,000 |
5,500,000 |
|
|
Total |
306,550,000 |
321,000,000 |
250,000,000 |
||
|
6.1.4 |
Metro Water Service (1412) |
||||
|
2019/20 |
2020/21 |
2021/22 |
|||
|
Draft Capital |
Draft Capital |
Draft Capital |
|||
|
Budget |
Budget |
Budget |
|||
|
Programme: Vehicles and Plant (10010) |
4,500,000 |
3,500,000 |
10,000,000 |
||
|
20070160 |
Water Services: Purchase New Vehicles |
4,500,000 |
3,500,000 |
10,000,000 |
|
|
Programme: Dams - Drought Relief Projects |
13,000,000 |
13,000,000 |
13,000,000 |
||
|
20190159 |
Water Services: Nooitgedagt Low Level Scheme: Phase 3 |
13,000,000 |
13,000,000 |
13,000,000 |
|
|
Programme: Dams - Rehabilitation & Refurbishment (10061) |
- |
2,000,000 |
2,000,000 |
||
|
20080094 |
Water Services: Rehabilitation of Dams |
- |
2,000,000 |
2,000,000 |
|
|
Programme: Water Treatment Works - New, Augmentation & Upgrade (10063) |
62,000,000 |
44,250,000 |
95,600,000 |
||
|
20000037 |
Loerie Treatment Works: Rehabilitation |
- |
- |
- |
|
|
20042889 |
Linton: Additional Treatment Facility |
1,000,000 |
1,000,000 |
4,000,000 |
|
|
20060082 |
Upgrading Springs Water Treatment Works |
- |
250,000 |
100,000 |
|
|
20182415 |
1412: Loerie Water Treatment Works: Rehab - Upgrading |
58,500,000 |
37,000,000 |
6,000,000 |
|
|
20190238 |
Upgrading of Churchill Water Treatment Works |
2,000,000 |
5,000,000 |
85,000,000 |
|
75
|
20190242 |
Upgrading Groendal Treatment Works |
500,000 |
1,000,000 |
500,000 |
|
|
Programme: Water Treatment Works - Rehabilitation & Refurbishment (10064) |
500,000 |
500,000 |
500,000 |
||
|
19960156 |
Elandsjagt - Upgrade to Restore Capacity |
500,000 |
500,000 |
500,000 |
|
|
Programme: Water Pump Stations - Rehabilitation & Refurbishment (10065) |
19,000,000 |
1,000,000 |
1,000,000 |
||
|
20050106 |
Seaview Pump Station: Upgrade |
19,000,000 |
1,000,000 |
1,000,000 |
|
|
Programme: Supply Pipe Lines - New, Augmentation & Upgrade |
|||||
|
(10067) |
5,000,000 |
12,500,000 |
12,500,000 |
||
|
20030511 |
Seaview Bulk Water |
- |
7,000,000 |
5,000,000 |
|
|
20030512 |
St Albans Bulk Water |
- |
- |
1,000,000 |
|
|
20060081 |
Water Services: Coega Reclaimed Effluent Scheme |
- |
- |
1,000,000 |
|
|
20162356 |
Advanced Meter Infrastructure - Water |
4,500,000 |
4,500,000 |
4,500,000 |
|
|
20190243 |
Jagtvlakte: Bulk Water Supply Pipeline |
500,000 |
1,000,000 |
1,000,000 |
|
|
Programme: Supply Pipe Lines - Rehabilitation & Refurbishment |
|||||
|
(10068) |
83,000,000 |
93,000,000 |
83,000,000 |
||
|
20030630 |
Upgrade and Rehabilitation of Water Pipelines |
80,000,000 |
90,000,000 |
80,000,000 |
|
|
20042883 |
Older Dams Pipelines Augmentation |
3,000,000 |
3,000,000 |
3,000,000 |
|
|
Programme: Reservoirs - Rehabilitation & Refurbishment |
|||||
|
(10069) |
10,000,000 |
12,000,000 |
11,000,000 |
||
|
20190291 |
Rehabilitation of Reservoirs |
8,000,000 |
10,000,000 |
8,000,000 |
|
|
19990184 |
Reservoir Fencing |
- |
2,000,000 |
3,000,000 |
|
|
20190133 |
Fencing of Voortrekker Reservoir |
1,000,000 |
- |
- |
|
|
20190134 |
Fencing of Gelvandale Reservoir |
500,000 |
- |
- |
|
|
20190135 |
Fencing of Struandale Reservoir |
500,000 |
- |
- |
|
|
Programme: Reservoirs - New, Augmentation & Upgrade (10070) |
500,000 |
1,000,000 |
6,000,000 |
||
|
20030295 |
Construction of Amanzi Resevoir and Pipeline |
- |
1,000,000 |
5,000,000 |
|
|
20030601 |
Construction of a 1,0 Ml reclaimed effluent reservoir: Uitenhage |
500,000 |
- |
- |
|
|
20100034 |
Balmoral Reservoir and Bulk Pipeline |
- |
- |
1,000,000 |
|
|
Programme: Buildings, Depots Upgrading & Additions (10009) |
1,000,000 |
2,000,000 |
6,500,000 |
||
|
20070152 |
Access Roads: Upgrade |
- |
2,000,000 |
4,000,000 |
|
|
20190240 |
Office Accommodation: Water |
1,000,000 |
- |
2,500,000 |
|
|
Programme: Management Systems (10024) |
65,500,000 |
64,800,000 |
18,000,000 |
||
|
20070161 |
Groundwater: Drought Intervention |
10,000,000 |
- |
- |
|
|
20182414 |
Groundwater: Drought Intervention: Drilling of Boreholes |
25,000,000 |
3,000,000 |
3,000,000 |
|
|
20190236 |
Construction of Coegakop Water Treatment Works (NON-MDRG) |
28,500,000 |
59,800,000 |
10,000,000 |
|
|
20190241 |
Water Services : Purchase of Telemetry Equipment |
2,000,000 |
2,000,000 |
5,000,000 |
|
|
Programme: Distribution Pipe Lines - New, Augmentation & Upgrade (10071) |
2,000,000 |
2,000,000 |
3,000,000 |
||
|
20060083 |
Rudimentary Service: Water |
- |
- |
1,000,000 |
|
|
20190237 |
Bulk Water Metering and Control |
2,000,000 |
2,000,000 |
2,000,000 |
|
|
Programme: Distribution Pipe Lines - Rehabilitation & Refurbishment (10072) |
51,500,000 |
62,000,000 |
17,000,000 |
||
|
19930320 |
Wateer Services: Improvements to System - General |
- |
5,000,000 |
5,000,000 |
|
|
20000052 |
Purchase of Water Meters - Metro |
45,000,000 |
45,000,000 |
- |
|
|
20080087 |
Rehabilitation of Pipe Bridges |
- |
2,000,000 |
1,000,000 |
|
|
20190235 |
Water Services: Rehabilitation of Pump Stations |
2,500,000 |
6,000,000 |
6,000,000 |
|
|
20190239 |
Installation of Zone Water meters |
4,000,000 |
4,000,000 |
5,000,000 |
|
|
Total |
317,500,000 |
313,550,000 |
279,100,000 |
||
|
6.1.5 |
Electricity & Energy (1477) |
||||
|
2019/20 |
2020/21 |
2021/22 |
|||
|
Draft Capital |
Draft Capital |
Draft Capital |
|||
|
Budget |
Budget |
Budget |
|||
|
Programme: Customer Requirements (10003) |
29,369,700 |
13,942,700 |
3,000,000 |
||
|
19930259 |
Private Township Development |
4,000,000 |
- |
- |
|
|
19930255 |
Miscellaneous Mains and Substations |
5,000,000 |
- |
- |
|
|
19940149 |
Meters and Current Transformers |
3,000,000 |
3,000,000 |
3,000,000 |
|
|
20182550 |
Smart Pre-payment Meters |
10,942,700 |
10,942,700 |
- |
|
76
|
20182549 |
Upgrade of Commercial Meters - Remote Metring |
5,427,000 |
- |
- |
|
19930233 |
Non Electrification Areas - Service Connections |
1,000,000 |
- |
- |
|
Programme: Network Reinforcements (10005) |
34,150,000 |
37,650,000 |
43,400,000 |
|
|
20042993 |
HV Network Reinforcement - Overhead Cabling |
2,000,000 |
2,000,000 |
2,000,000 |
|
20100122 |
HV Network Reinforcement - New Substations |
5,000,000 |
8,750,000 |
10,000,000 |
|
19990104 |
Reinforcement of Electricity Network - Coega |
5,000,000 |
- |
- |
|
20042992 |
Reinforcement of Electricity Network - Western |
2,000,000 |
2,000,000 |
2,000,000 |
|
20030472 |
Reinforcement of Electricity Network - Hunters Retreat |
1,500,000 |
2,000,000 |
3,000,000 |
|
20030470 |
Reinforcement of Electricity Network- Despatch |
500,000 |
500,000 |
500,000 |
|
20030074 |
Reinforcement of Electricity Network- Mount Road |
500,000 |
1,000,000 |
4,500,000 |
|
20010119 |
Reinforcement of Electricity Network - Uitenhage |
3,000,000 |
3,000,000 |
3,000,000 |
|
20010118 |
Reinforcement of Electricity Network - Ibhayi |
1,600,000 |
1,600,000 |
1,600,000 |
|
20000175 |
Reinforcement of Electricity Network- Swartkops |
2,200,000 |
2,200,000 |
2,200,000 |
|
20000172 |
Reinforcement of Electricity Network- Korsten |
500,000 |
500,000 |
500,000 |
|
19970063 |
Reinforcement of Electricity Network- Bethelsdorp 11kV |
1,100,000 |
1,100,000 |
1,100,000 |
|
19960193 |
Reinforcement of Electricity Network Wells Estate |
1,500,000 |
1,500,000 |
2,000,000 |
|
19970061 |
Reinforcement of Electricity Network - Newton Park |
1,000,000 |
1,000,000 |
1,000,000 |
|
20030471 |
Reinforcement of Electricity Network- Walmer Lorraine |
3,000,000 |
4,500,000 |
4,500,000 |
|
19960190 |
Reinforcement of Electricity Network- Redhouse |
500,000 |
500,000 |
500,000 |
|
19960195 |
Reinforcement of Electricity Network - Summerstrand |
1,500,000 |
2,000,000 |
2,500,000 |
|
19980402 |
Reinforcement of Electricity Network - Malabar/ Helenvale |
1,000,000 |
1,000,000 |
1,000,000 |
|
20100120 |
HV Network Reinforcement - Underground Cabling |
- |
1,500,000 |
- |
|
19930254 |
Low Voltage Reticulation Improvement |
750,000 |
1,000,000 |
1,500,000 |
|
Programme: Radio Communication Systems (10006) |
150,000 |
- |
- |
|
|
19930232 |
Radio & Test Equipment |
150,000 |
- |
- |
|
Programme: Technical Control Systems (10007) |
4,500,000 |
5,500,000 |
4,750,000 |
|
|
20070209 |
Substation Fibre Optic Backbone |
2,000,000 |
2,000,000 |
1,750,000 |
|
19940414 |
Supervisory Control Systems Upgrade |
1,500,000 |
2,500,000 |
2,000,000 |
|
20170045 |
Distribution Substation Building Refurbishment Program |
1,000,000 |
1,000,000 |
1,000,000 |
|
Programme: Data & Communication Systems (10008) |
1,000,000 |
1,000,000 |
1,000,000 |
|
|
20190149 |
Customer Planning Link |
1,000,000 |
1,000,000 |
1,000,000 |
|
Programme: Buildings, Depots Upgrading & Additions (10009) |
500,000 |
500,000 |
500,000 |
|
|
20150030 |
North Depot Improvements |
500,000 |
500,000 |
500,000 |
|
Programme: Vehicles and Plant (10010) |
6,700,000 |
4,000,000 |
4,000,000 |
|
|
20170044 |
Test Van Equipment |
1,700,000 |
- |
- |
|
20020093 |
New/Replacement of Plant and Motor Vehicle |
5,000,000 |
4,000,000 |
4,000,000 |
|
Programme: Cables & Distribution Kiosks (10013) |
2,500,000 |
3,000,000 |
3,000,000 |
|
|
19980174 |
Distribution Kiosk Replacement |
2,500,000 |
3,000,000 |
3,000,000 |
|
Programme: Transformers & Switchgear (10014) |
2,500,000 |
1,250,000 |
1,250,000 |
|
|
19970070 |
Relay Replacement |
2,000,000 |
750,000 |
750,000 |
|
20050189 |
Replace Switchgear in Mini susbs - KwaNobuhle |
500,000 |
500,000 |
500,000 |
|
Programme: Line Refurbishment (10015) |
63,000,000 |
19,500,000 |
22,500,000 |
|
|
20042988 |
Overhead Lines Refurbishement |
5,000,000 |
6,000,000 |
7,000,000 |
|
20050187 |
HV Line Refurbishment (66 & 132kV) |
10,000,000 |
9,000,000 |
10,000,000 |
|
20090039 |
Fairview Refurbishment |
1,000,000 |
1,500,000 |
2,000,000 |
|
20182551 |
HV Transmission Line |
45,000,000 |
- |
- |
|
20060217 |
Gas Turbine Refurbishment |
2,000,000 |
3,000,000 |
3,500,000 |
|
Programme: Furniture and Equipment (10073) |
1,200,000 |
- |
- |
|
|
19930234 |
Electricity Buildings improvements |
1,200,000 |
- |
- |
|
Programme: Informal Housing Electrification (10012) |
57,826,090 |
57,826,090 |
27,826,090 |
|
|
19930264 |
Informal Housing Electrification |
27,826,090 |
27,826,090 |
27,826,090 |
|
20170022 |
Undeclared Informal Electrification |
30,000,000 |
30,000,000 |
- |
|
Programme: Street Lighting (10017) |
20,000,000 |
20,000,000 |
27,849,000 |
|
|
19930283 |
Public Lighting |
20,000,000 |
20,000,000 |
27,849,000 |
|
Total |
223,395,790 |
164,168,790 |
139,075,090 |
77
|
6.1.6 |
Public Health (1193) |
||||
|
2019/20 |
2020/21 |
2021/22 |
|||
|
Draft Capital |
Draft Capital |
Draft Capital |
|||
|
Budget |
Budget |
Budget |
|||
|
Programme: Rehabilitation and Upgrading of Halls and Buildings (10038) |
2,700,000 |
2,700,000 |
2,800,000 |
||
|
20190305 |
Secure Municipal Parks Facilities |
700,000 |
700,000 |
700,000 |
|
|
20190308 |
Upgrading of Municipal Office and Abulution Facilities |
1,000,000 |
1,000,000 |
1,000,000 |
|
|
20190298 |
Occupational Health and Welness Center - Walmer |
300,000 |
300,000 |
300,000 |
|
|
20190283 |
Upgrade of Uitenhage Dog Pound |
700,000 |
700,000 |
800,000 |
|
|
Programme: Upgrade and Rehabilitation of Beaches (10052) |
3,000,000 |
3,000,000 |
3,000,000 |
||
|
20190312 |
Upgrade and Development of Coastal Infrastructure |
1,000,000 |
1,000,000 |
1,000,000 |
|
|
20190148 |
Beach Development - Summerstrand |
600,000 |
600,000 |
600,000 |
|
|
20190150 |
Beach Development - Bird Rock |
800,000 |
800,000 |
800,000 |
|
|
20190153 |
Beach Development - Wells Estate |
600,000 |
600,000 |
600,000 |
|
|
Programme: Greening and Development of Gateways and Public Open Spaces (10053) |
22,000,950 |
24,200,000 |
23,200,000 |
||
|
20010362 |
Upgrade and Development of Public Open Spaces |
- |
15,000,000 |
15,000,000 |
|
|
20150039 |
Upgrade of Public Toilets |
2,000,000 |
2,000,000 |
2,000,000 |
|
|
20190172 |
Upgrade Major Parks - Willow Dam |
2,000,000 |
- |
||
|
20190176 |
Upgrade and Devevelopment of POS - Nkatha Park |
1,400,000 |
- |
- |
|
|
20190182 |
Upgrade and Development of Public open space - Sandile |
1,800,950 |
- |
- |
|
|
20190185 |
Upgrade and Devevelopment of POS - Kougaberg |
1,400,000 |
- |
- |
|
|
20190187 |
Upgrade and Devevelopment of POS - Mavavana |
1,600,000 |
- |
- |
|
|
20190188 |
Upgrade and Development of Public open space - Dwarhana |
1,400,000 |
- |
- |
|
|
20190189 |
Upgrade and Devevelopment of POS - Tshauka |
1,500,000 |
- |
- |
|
|
20190190 |
Upgrade and Development of Public open space - Mvetshana |
1,800,000 |
- |
- |
|
|
20190191 |
Upgrade and Development of Public open space - Lixolilizwe |
1,400,000 |
- |
- |
|
|
20190192 |
Upgrade and Devevelopment of POS - Dzeya |
1,500,000 |
- |
- |
|
|
20190195 |
Welness Centre - Uitenhage Depot |
200,000 |
200,000 |
200,000 |
|
|
20190196 |
Upgrade - Undeveloped Public Open Spaces |
1,000,000 |
1,000,000 |
1,000,000 |
|
|
20190198 |
Ablution Facility - Peter Gibbs Nursary |
1,000,000 |
1,000,000 |
1,000,000 |
|
|
20190199 |
Upgrade of Major Parks - Mqolomba |
- |
- |
2,000,000 |
|
|
20190200 |
Upgrade of Major Parks - Varsvlei |
- |
3,000,000 |
- |
|
|
20190282 |
Playground Equipment - Ward 31 |
360,000 |
- |
- |
|
|
20190293 |
Playground Equipment - Ward 34 |
380,000 |
- |
- |
|
|
20190296 |
Playground Equipment - Ward 36 |
380,000 |
- |
- |
|
|
20190301 |
Playground Equipment - Ward 55 |
380,000 |
- |
- |
|
|
20190302 |
Upgrade Nursery Greenhouse |
500,000 |
500,000 |
500,000 |
|
|
20190318 |
Playground Equipment - Various Wards |
- |
1,500,000 |
1,500,000 |
|
|
Programme: Cemetery Development and Upgrading (10054) |
12,000,000 |
12,000,000 |
12,000,000 |
||
|
20190156 |
Upgrade and Development of Forest Hill Cemetery |
250,000 |
250,000 |
250,000 |
|
|
20190162 |
Upgrade and Development of Bloemendal Cemetery |
500,000 |
500,000 |
500,000 |
|
|
20190168 |
Upgrade and Development of Matanzima Cemetery |
500,000 |
500,000 |
500,000 |
|
|
20190170 |
Upgrade and Development of Gerald Smith Cemetery |
250,000 |
250,000 |
250,000 |
|
|
20190171 |
Upgrade and Development of Motherwell Cemetery |
500,000 |
500,000 |
500,000 |
|
|
20190272 |
Fencing of Paapenkuil Cemetery |
8,000,000 |
- |
- |
|
|
20190273 |
Fencing of Gqebera Cemetery |
- |
8,000,000 |
- |
|
|
20190275 |
Fencing of Bucwa Cemetery |
- |
- |
4,000,000 |
|
|
20190279 |
Water drainage and roads at Cemeteries |
2,000,000 |
2,000,000 |
2,000,000 |
|
|
20190319 |
Fencing of Govan Mbeki Cemetery |
- |
- |
4,000,000 |
|
|
Programme: Furniture and Equipment (10073) |
1,000,000 |
1,000,000 |
1,000,000 |
||
|
20190311 |
Computer and Office Equipment |
1,000,000 |
1,000,000 |
1,000,000 |
|
78
|
Programme: Specialised Vehicles (1011) |
5,000,000 |
5,000,000 |
5,000,000 |
||
|
20190307 |
Specialised Vehicles - Public health |
5,000,000 |
5,000,000 |
5,000,000 |
|
|
Programme: Refuse, Tip Sites, Recycle Stations and Equipment |
|||||
|
(10055) |
15,500,000 |
15,500,000 |
15,500,000 |
||
|
20162440 |
Solid Waste Diversion and Beneficiation Project |
2,000,000 |
2,000,000 |
2,000,000 |
|
|
20170131 |
Air Pollution Monitoring Equipment |
300,000 |
300,000 |
300,000 |
|
|
20190193 |
Urban Refuse Transfer station - Gillespie |
3,000,000 |
3,000,000 |
3,000,000 |
|
|
20190313 |
Waste/ Parks Containers |
2,200,000 |
2,200,000 |
2,200,000 |
|
|
20190314 |
Development of Waste Disposal Facilities |
4,500,000 |
4,500,000 |
4,500,000 |
|
|
20190316 |
Replacement of Refuse Compactors |
3,500,000 |
3,500,000 |
3,500,000 |
|
|
Total |
61,200,950 |
63,400,000 |
62,500,000 |
||
|
6.1.7 |
Safety & Security (1195) |
||||
|
2019/20 |
2020/21 |
2021/22 |
|||
|
Draft Capital |
Draft Capital |
Draft Capital |
|||
|
Budget |
Budget |
Budget |
|||
|
Programme: Rehabilitation and Upgrading of Halls and Buildings (10038) |
8,040,000 |
9,860,000 |
4,000,000 |
||
|
20080065 |
Additional Satelite Offices |
1,000,000 |
- |
- |
|
|
20100060 |
Fire station Motherwell- Refurbishment |
2,000,000 |
- |
- |
|
|
20162192 |
Security Offices- Sidwell Fire Station |
2,000,000 |
- |
1,000,000 |
|
|
20162193 |
Security wall/fencing - Fire Training Centre |
- |
1,000,000 |
- |
|
|
20170137 |
Security Offices - Contract Unit |
1,800,000 |
- |
1,000,000 |
|
|
20170139 |
Stores/Archiving at Contract Unit |
240,000 |
- |
- |
|
|
20170153 |
Traffic - Upgrade of Uitenhage Pound |
500,000 |
|||
|
20182520 |
Refurbishing of Fire stations |
- |
1,000,000 |
- |
|
|
20182523 |
Armoury Building alteration |
- |
800,000 |
- |
|
|
20182524 |
Security:Strat Intervention unit: Upgrade of Ablution Facilities |
- |
60,000 |
- |
|
|
20182526 |
Metro Police: New Offices & Metro Police Stations |
- |
5,000,000 |
- |
|
|
20190130 |
Replacement of engine bay doors at South End Fire Station |
500,000 |
- |
- |
|
|
20190231 |
South End Fire Station |
- |
2,000,000 |
2,000,000 |
|
|
Programme: Upgrading of Computer Systems and Software Enhancement (10037) |
500,000 |
- |
- |
||
|
20170162 |
Traffic Training Centre - Learner Information Management System |
500,000 |
- |
- |
|
|
Programme: Specialised Vehicles (1011) |
2,231,800 |
4,000,000 |
15,000,000 |
||
|
20182514 |
Metro Police - Specialised Vehicle - Water Cannon |
3,000,000 |
|||
|
PURCHASE OF HYDRAULIC PLATFORM FOR FIRE & |
|||||
|
20190141 |
EMERGENCY SERVICES |
- |
- |
15,000,000 |
|
|
20190232 |
Replacement of Off Road Appliances |
- |
1,000,000 |
- |
|
|
20190233 |
Replacement of Fire Appliances for Sidwell Fire Station |
2,000,000 |
- |
- |
|
|
20190271 |
Replacement of Fleet B0418 for Metro Police |
231,800 |
|||
|
Programme: Vehicles and Plant (10010) |
3,350,000 |
2,500,000 |
2,000,000 |
||
|
20140015 |
Vehicles for Safety and Security (Security Only) |
- |
- |
1,000,000 |
|
|
20170141 |
Vehicles for Safety & Security (Disaster only) |
550,000 |
1,000,000 |
- |
|
|
20170142 |
Vehicles for Safety & Security (Metro Police only) |
2,500,000 |
1,500,000 |
- |
|
|
20182515 |
Metro Police: Trooper Carrier |
- |
- |
- |
|
|
20182518 |
Traffic: Motherwell Thusong- Vehicles |
300,000 |
- |
- |
|
|
20190136 |
Vehicles for Safety & Security (Traffic only) - Additional |
- |
- |
1,000,000 |
|
|
Programme: Safety and Security Equipment (10057) |
13,034,000 |
8,130,000 |
13,500,000 |
||
|
20150047 |
Purchase of Plant and Equipment (Fire & Emergency Services) |
3,500,000 |
500,000 |
- |
|
|
20170146 |
Law Enforcement Equipment for Metro Police - Drager Machines |
1,500,000 |
- |
- |
|
|
20170147 |
Replacement of Motor cycle test equipment |
60,000 |
- |
- |
|
|
20170150 |
Traffic Training College - New Firearms |
500,000 |
- |
- |
|
|
20170152 |
Traffic Training College - Road Safety : Seat belt convincer |
500,000 |
- |
- |
|
|
20170154 |
Replacement Rescue Pump -Fire |
2,500,000 |
2,000,000 |
- |
|
|
20170163 |
Traffic - In Car Camera for Law Enforcement |
500,000 |
- |
- |
|
|
20182516 |
Security: Aiconditioner for Mobile Surveillance Vehicle |
- |
30,000 |
- |
|
79
|
Security: installation of Camera System for Mobile Surveillance |
|||||
|
20182517 |
Vehicle |
- |
1,500,000 |
- |
|
|
20182534 |
Security: Hand-held GIS data collection device |
174,000 |
- |
- |
|
|
20182535 |
Metro Police: Firearms and Accessories |
- |
1,000,000 |
- |
|
|
20190137 |
Procurement of Safes for Metro Police |
- |
- |
500,000 |
|
|
20190138 |
Procuremnt of Communication Devices for Metro Police |
- |
- |
1,500,000 |
|
|
20190142 |
Replacement of Generators at Greenbushes and Uitenhage |
- |
- |
1,000,000 |
|
|
20190228 |
Replacement of Radios |
- |
1,000,000 |
10,000,000 |
|
|
20190229 |
CCTV Mobile Vehicle- Enhancements |
- |
100,000 |
500,000 |
|
|
20190230 |
CCTV Equipment & Infrastructure |
3,800,000 |
2,000,000 |
- |
|
|
Programme: Furniture and Equipment (10073) |
2,243,800 |
5,480,000 |
4,500,000 |
||
|
20170144 |
Furniture and Offcie Equipment- Metro Police |
2,000,000 |
- |
- |
|
|
20182525 |
Security:Strat Intervention unit: installation of Industrial Extractor Fan |
- |
80,000 |
- |
|
|
20182531 |
Upgrading of Uitenhage fail over for data centre - Equipment |
- |
1,500,000 |
- |
|
|
20182532 |
Furniture and Office Equipment - Disaster Management |
- |
500,000 |
450,000 |
|
|
Disaster Management: Upgrade of Equipment for supply of Solar |
|||||
|
20182533 |
energy |
- |
700,000 |
- |
|
|
20190121 |
Purchase of Computer Equipment - Safety's ED |
- |
100,000 |
100,000 |
|
|
20190122 |
Purchase of Computer Equipment - Traffic |
- |
180,000 |
300,000 |
|
|
20190123 |
Purchase of Computer Equipment - Fire & Emergency |
- |
180,000 |
300,000 |
|
|
20190124 |
Purchase of Computer Equipment - Disaster Management |
- |
180,000 |
300,000 |
|
|
20190125 |
Purchase of Computer Equipment - Secuirty Services |
200,000 |
180,000 |
300,000 |
|
|
20190126 |
Purchase of Computer Equipment - Metro Police |
- |
180,000 |
750,000 |
|
|
20190140 |
Furniture and Office Equipment - Security Services |
- |
- |
1,000,000 |
|
|
20190144 |
Law Enforcement Equipment for Traffic Services- Drager Machines |
700,000 |
|||
|
20190152 |
Law Enforcement Equipment for Metro Services |
- |
- |
1,000,000 |
|
|
20190227 |
Security Upgrade at the Markman Training Centre |
- |
1,000,000 |
- |
|
|
Purchase of Computer Equipment - Safety and Security, Traffic and |
|||||
|
20190122 |
Licencing |
43,800 |
- |
- |
|
|
Total |
29,399,600 |
29,970,000 |
39,000,000 |
||
|
6.1.8 |
Corporate Services (1197) |
||||
|
2019/20 |
2020/21 |
2021/22 |
|||
|
Draft Capital |
Draft Capital |
Draft Capital |
|||
|
Budget |
Budget |
Budget |
|||
|
Programme: Upgrading of Computer Systems and Software Enhancement (10037) |
23,035,000 |
11,500,000 |
16,500,000 |
||
|
20170145 |
Disaster Recovery Center - Information Security |
18,500,000 |
6,500,000 |
10,500,000 |
|
|
20182437 |
Purchase of Servers and other IT related Infrastructure |
3,535,000 |
3,000,000 |
4,000,000 |
|
|
20182560 |
EMS - Enhancements |
1,000,000 |
2,000,000 |
2,000,000 |
|
|
Programme: Rehabilitation and Upgrading of Halls and Buildings (10038) |
11,550,000 |
19,200,000 |
23,800,000 |
||
|
20030221 |
Office accommodation (Ward Councillors) |
800,000 |
2,000,000 |
1,000,000 |
|
|
20043125 |
Upgrade of Community Halls |
300,000 |
1,500,000 |
500,000 |
|
|
20050222 |
Office Renovation |
1,400,000 |
2,000,000 |
3,000,000 |
|
|
20120078 |
Upgrade of Municipal Depots |
2,000,000 |
2,000,000 |
2,500,000 |
|
|
20170140 |
Office accommodation (Ward Councillors) - Matthew Goniwe |
1,000,000 |
1,000,000 |
- |
|
|
20170149 |
Upgrading of Nangoza Jebe Community Hall |
- |
- |
1,000,000 |
|
|
20182438 |
Ward Councillor Furniture |
300,000 |
300,000 |
300,000 |
|
|
20182439 |
Office furniture- Corp Admin |
300,000 |
. |
500,000 |
|
|
20182553 |
Construction of Guard House at Motherwell Traffic Centre |
- |
1,000,000 |
1,000,000 |
|
|
20182557 |
Feather Market Centre-upgrade |
- |
5,000,000 |
6,000,000 |
|
|
20190262 |
Algoa House - Upgrade of Offices |
1,000,000 |
1,000,000 |
- |
|
|
20190263 |
Lilian Diedericks Building - Upgrading & Rehabilitation |
1,000,000 |
2,000,000 |
6,000,000 |
|
|
20190264 |
Airconditioning of Municipal Buildings |
1,000,000 |
1,000,000 |
1,000,000 |
|
|
20190267 |
Fencing of Colchester Community Hall |
500,000 |
- |
- |
|
|
20190268 |
Erection of Ward 34 Councillor Office |
1,200,000 |
- |
- |
|
|
20190269 |
Upgrade of Ward 51 Councillor Office |
350,000 |
- |
- |
|
80
|
20190299 |
Woolboard Conference Centre - Rehabilitation & Upgrade |
400,000 |
400,000 |
1,000,000 |
|
|
Total |
34,585,000 |
30,700,000 |
40,300,000 |
||
|
6.1.9 |
Budget & Treasury (1198) |
||||
|
2019/20 |
2020/21 |
2021/22 |
|||
|
Draft Capital |
Draft Capital |
Draft Capital |
|||
|
Budget |
Budget |
Budget |
|||
|
Programme: Management Systems (10024) |
3,000,000 |
- |
- |
||
|
20140011 |
System Enhancements - Various |
3,000,000 |
- |
- |
|
|
Programme: Vehicles & Plant (10010) |
- |
- |
1,000,000 |
||
|
20190146 |
Acquisition of Vehicles - Meter Reading |
- |
- |
1,000,000 |
|
|
Programme: Rehabilitation and Upgrading of Halls and Buildings (10038) |
28,838,500 |
6,500,000 |
3,000,000 |
||
|
20050219 |
Upgrade and Furnishing Customer Care Centres |
5,000,000 |
6,500,000 |
3,000,000 |
|
|
20182605 |
Construction of new offices at Supply Chain Management |
19,838,500 |
- |
- |
|
|
20182612 |
B&T Office Renovations - ETB |
2,000,000 |
- |
- |
|
|
20190322 |
Security Upgrades - City Hall |
2,000,000 |
- |
- |
|
|
Programme: Furniture and Equipment (10073) |
750,000 |
750,000 |
900,000 |
||
|
20120079 |
Replacement Handheld Devices - Meter Reading |
400,000 |
400,000 |
500,000 |
|
|
20120080 |
Replacement of Vending POS Equipment |
350,000 |
350,000 |
400,000 |
|
|
Total |
32,588,500 |
7,250,000 |
4,900,000 |
||
|
6.1.10 |
Chief Operating Officer (1656) |
||||
|
2019/20 |
2020/21 |
2021/22 |
|||
|
Draft Capital |
Draft Capital |
Draft Capital |
|||
|
Budget |
Budget |
Budget |
|||
|
Programme: Integrated City Development |
11,040,870 |
16,096,530 |
17,851,310 |
||
|
20162353 |
Integrated City Development Programmes |
11,040,870 |
16,096,530 |
17,851,310 |
|
|
Total |
11,040,870 |
16,096,530 |
17,851,310 |
||
|
6.1.11 |
Special Projects and Programmes (1666) |
||||
|
2019/20 |
2020/21 |
2021/22 |
|||
|
Draft Capital |
Draft Capital |
Draft Capital |
|||
|
Budget |
Budget |
Budget |
|||
|
Programme: Rehabilitation and Upgrading of Halls and Buildings (10038) |
- |
- |
- |
||
|
20090018 |
Motherwell Traffic and Licensing Centre |
||||
|
Programme: Upgrade/New Libraries |
- |
- |
- |
||
|
20090015 |
Upgrading Helenvale Resource Centre - Multipurpose Centre |
- |
- |
- |
|
|
Total |
- |
- |
- |
||
|
6.1.12 |
Motherwell Urban Renewal Programme (1474) |
||||
|
2019/20 |
2020/21 |
2021/22 |
|||
|
Draft Capital |
Draft Capital |
Draft Capital |
|||
|
Budget |
Budget |
Budget |
|||
|
Programme: Buildings, Depots Upgrading & Additions (10009) |
- |
- |
- |
||
|
20090018 |
Motherwell Traffic and Licencing Centre |
- |
- |
- |
|
|
- |
- |
- |
|||
|
6.1.13 |
Economic Development, Tourism & Agriculture (1196) |
||||
|
2019/20 |
2020/21 |
2021/22 |
|||
|
Draft Capital |
Draft Capital |
Draft Capital |
|||
|
Budget |
Budget |
Budget |
|||
|
Programme: Buildings, Depots Upgrading & Additions (10009) |
29,086,960 |
26,086,960 |
30,434,790 |
||
81
|
19990168 |
Njoli Square Redevelopment |
26,086,960 |
26,086,960 |
30,434,790 |
|
|
20182456 |
Informal Trading Infrastructure |
3,000,000 |
- |
- |
|
|
29,086,960 |
26,086,960 |
30,434,790 |
|||
|
6.1.14 |
Recreational & Cultural Services (1194) |
||||
|
2019/20 |
2020/21 |
2021/22 |
|||
|
Draft Capital |
Draft Capital |
Draft Capital |
|||
|
Budget |
Budget |
Budget |
|||
|
Programme: Rehabilitation and Upgrading of Halls and Buildings (10038) |
21,500,000 |
26,000,000 |
18,000,000 |
||
|
20100104 |
Mendi Arts and Cultural Center |
3,500,000 |
6,000,000 |
- |
|
|
20182617 |
Construction of Multi-Purpose Centre - Ward 17 |
6,000,000 |
5,000,000 |
5,000,000 |
|
|
20182618 |
Construction of Multi-Purpose Centre - Ward 34 |
5,000,000 |
5,000,000 |
5,000,000 |
|
|
20182619 |
Construction of Multi-Purpose Centre - Ward 42 |
5,000,000 |
5,000,000 |
5,000,000 |
|
|
20190320 |
Construction of Multi-Purpose Centre - Ward 21 |
2,000,000 |
5,000,000 |
- |
|
|
20190321 |
Construction of Multi-Purpose Centre - Ward 55 |
- |
- |
3,000,000 |
|
|
Programme: Upgrade/New Libraries |
13,450,000 |
7,000,000 |
5,000,000 |
||
|
20060113 |
Upgrade and Restoration of Libraries - Main Library |
8,500,000 |
5,000,000 |
- |
|
|
20190155 |
Restoration and refurbushment of KwaNobuhle Library |
- |
2,000,000 |
5,000,000 |
|
|
20190157 |
Upgrade and restoration of libraries - Motherwell |
1,650,000 |
- |
- |
|
|
20190158 |
Upgrade and restoration of libraries - Zwide |
1,650,000 |
- |
- |
|
|
20190160 |
Upgrade and restoration of libraries - Chatty |
1,650,000 |
- |
- |
|
|
Programme: Upgrading and Development of Sport and Recreation Facilities (10058) |
6,100,000 |
12,000,000 |
22,000,000 |
||
|
19980285 |
Walmer Changerooms |
3,000,000 |
5,000,000 |
2,000,000 |
|
|
20010221 |
Springs Resorts - Upgrade Infrastructure |
500,000 |
4,000,000 |
2,000,000 |
|
|
20190147 |
Construction of Ablution block at Sardinia Bay Beach |
1,000,000 |
2,000,000 |
4,000,000 |
|
|
20190151 |
Wells Estate - Upgrade Infrastructre |
1,000,000 |
1,000,000 |
2,000,000 |
|
|
20190154 |
Happy Valley - Upgrade Infrastructure |
600,000 |
- |
- |
|
|
20190167 |
Rehabilitation of Red Location Precinct Buildings |
- |
- |
12,000,000 |
|
|
Programme: Upgrade and Development of Swimming Pools |
|||||
|
(10059) |
3,100,000 |
3,700,000 |
2,200,000 |
||
|
20000160 |
Rehabilitate and Upgrade High Street Pool |
800,000 |
1,000,000 |
2,200,000 |
|
|
20190161 |
Upgrade and Rehabilitate Rosedale Pool Infrastructure |
800,000 |
1,200,000 |
- |
|
|
20190164 |
Upgrade and Rehabilitate Kwazaknele Pool |
1,500,000 |
1,500,000 |
- |
|
|
Total |
44,150,000 |
48,700,000 |
47,200,000 |
||
|
6.1.15 |
NMBM Multi-purpose Stadium (1695) |
||||
|
2019/20 |
2020/21 |
2021/22 |
|||
|
Draft Capital |
Draft Capital |
Draft Capital |
|||
|
Budget |
Budget |
Budget |
|||
|
Programme: Improvements to Minor Roads (10022) |
5,000,000 |
5,000,000 |
5,000,000 |
||
|
20182558 |
NMBM Multi-Purpose Stadium - Upgrades |
5,000,000 |
5,000,000 |
5,000,000 |
|
|
Total |
5,000,000 |
5,000,000 |
5,000,000 |
||
|
Total |
1,777,194,640 |
1,738,426,090 |
1,639,860,310 |
||
82
|
6.2 |
Financial Sustainability and Viability |
|
6.2.1 |
Introduction |
The Municipality must ensure that it becomes financially sustainable in order to deliver on its objectives in terms of the IDP. The Budget and Treasury Directorate operates within the parameters determined by the Municipal Financial Management Act (MFMA) (56 of 2003), together with the applicable Regulations, and it is the responsibility of this Directorate to ensure compliance across the institution.
The Municipality has stabilised its finances and significantly improved its cash holdings. The Budget and Treasury team continues to strive to improve the financial position of the institution by focusing on core principles, that is, the collection of all outstanding debt from those that can afford to pay for their municipal services.
The aim is to optimise operational efficiency within the institution in order to maximise service delivery spending and to reform Supply Chain processes within the institution to ensure that said processes do not only become far more transparent, but also far less cumbersome. Measures will also be put in place to ensure that Council receives value for money through all its tenders.
6.2.2 Delivery Approach
In terms of the Municipal Systems Act of 2000, Financial Sustainability is defined as follows:
“in relation to the provision of a municipal service, means the provision of a municipal service in a manner aimed at ensuring that the financing of that service from internal and external resource, including budgeted income, grants and subsidies for that service, is sufficient to cover the costs of:
83
The initial capital expenditure required for the service:
Operating the service; and
Maintaining, repairing and replacing the physical assets used in the provision of the service”.
The Municipality experienced a serious cash-flow crisis during the 2010/11 financial year. The recovery at the time was guided by a comprehensive Financial Recovery Plan, aimed at placing the institution in a sound and sustainable financial position, thereby ensuring its ability to meet its obligations.
Proper, adequate and regular financial management oversight is crucial to ensure ongoing financial sustainability. This can be achieved through the effective implementation of financial policies and procedures, not only within the Directorate but also throughout the institution.
In addition, the Budget and Treasury Directorate must:
address the weaknesses identified in the SWOT analysis;
give attention to the opportunities that have been documented;
build on the strengths of the Directorate; and
develop strategies to mitigate the risks identified, where possible.
In dealing with the above, priority and emphasis must be given to the following:
Increased debt collection and credit control measures;
revenue optimisation;
operational efficiency and cost containment measures;
proper procurement planning by all directorates; and
ensuring value for money during the procurement process;
proper tariff modelling;
ensuring a cost coverage ratio of three months; and
84
the development of a Long-term Financial Plan.
The NMBM is in the process of developing a policy governing the Long-Term Financial Plan of the Municipality. This will serve as a guiding document for the institution.
6.2.3 Long-Term Financial Sustainability Plan (LTFSP)
Long-term financial planning forms a key element of the Integrated Development Plan (IDP), which enables local government to set priorities, aligned to achieving the strategic objectives of Council. The Long-Term Financial Sustainability Plan (LTFSP) must be constructed over a minimum period of 10 years and will be instrumental in indicating the financial sustainability of the Nelson Mandela’s Bay Municipality over the short, medium and long term.
The LTFSP is under-pinned by a number of financial strategies, assumptions and performance indicators, which will enable Council to make informed decisions to ensure financial sustainability, while at the same time meeting the increasing service delivery demands of local communities with the limited available resources.
Council has a legislative requirement to comply with the principles of sound financial management, as detailed in the Municipal Finance Management Act No. 56 of 2003 (MFMA). National Treasury has played a pivotal role in the introduction of financial management reforms across government since 1994, and local government since 1996. National Treasury’s primary objective was to secure the sound and sustainable management of the financial affairs of government (national, provincial and local) and to lead such reforms through policies, guidelines, regulatory interventions, circulars, training etc., as well as provide hands-on support to municipalities.
The MFMA further aims to modernise budget, accounting and financial management practices by placing local government finances on a sustainable footing in order to maximise the capacity of municipalities to deliver services across communities. It
85
also aims to put in place a sound financial framework by clarifying and separating the
roles and responsibilities of the Council, Mayor and officials.
The NMBM is committed to working with National Treasury on a pilot project, to
develop a long-term financial planning model as a basis for its Long-Term Financial
Strategy / Plan. Extensive work has been done on the model, which is currently
being amended to comply with the SCOA accounting reforms.
A key component of sound financial management is the preparation of longer-term
financial strategies, plans and budgets. When preparing an LTFSP, a municipality
must take the following into consideration:
Capital and Operating Budgets
Master plans and Backlog reports – Asset Management
Consumption levels / units
Losses and unaccounted for units
Revenue streams
Financial or other risks that may impact on financial sustainability
Staffing levels
A policy governing the Long-term Financial Management Plan was developed and is
undergoing Council processes.
The key objectives of the LTFSP are:
To ensure the financial sustainability of the NMBM;
To ensure that the Municipality meets its current and future service delivery
obligations and financial requirements;,
To ensure that the Municipality retains sufficient financial capacity to be able
to manage and absorb future financial risks without external assistance or
having to significantly adjust revenue or expenditure;
To ensure that the Municipality maintains a strong cash position, whilst
simultaneously developing its capacity to expand and meet the increasing
needs of local communities.
86
6.2.4 Financial Plan
Section 26 (h) of the Local Government: Municipal Systems Act, as amended, stipulates that a financial plan must be prepared as part of the Municipality’s Integrated Development Plan.
Over recent years, financial sustainability in local government has become increasingly difficult to maintain, as the demand for services expands beyond the available revenue streams. Municipalities need to be proactive in minimising costs and maximising operational efficiencies in order to meet these demands. In July 2010, the NMBM experienced serious cash and sustainability challenges because of the absence of robust long-term financial planning.
The Five-year Financial Plan includes an Operating Budget and Capital Budget, both informed by IDP priorities. It takes into account the Key Performance Areas reflected in the IDP. All programmes contained in the Budget from the IDP. The review of the Municipality’s IDP therefore has a ripple effect on the Budget.
In addition, the IDP informs the municipal fiscal environment influenced by a variety of macro-economic measures. National Treasury determines the ceiling of year-on- year increases in the total Operating Budget, whilst the National Energy Regulator of SA (NERSA) regulates electricity tariff increases. Various government departments also affect municipal service delivery through the level of grants and subsidies.
Budget assumptions
The multi-year Budget is under-pinned by the following assumptions:
87
Financial targets for the period 2018/19 to 2023/24
|
2018/19 |
2019/20 |
2020/21 |
2021/22 |
2022/2023 |
2023/20 |
|
|
(Baseline) |
24 |
|||||
|
Income |
% |
% |
% |
% |
% |
% |
|
Fines, Penalties and Forfeits |
20.0 |
7.0 |
7.5 |
7.8 |
7.9 |
7.9 |
|
Interest, Dividend and Rent on Land |
8.95 |
6.5 |
6.8 |
7.0 |
7.2 |
7.5 |
|
Licences or Permits |
6.00 |
7.0 |
7.5 |
7.8 |
7.9 |
7.2 |
|
Operational revenue |
8.5 |
7.0 |
7.5 |
7.8 |
7.9 |
7.9 |
|
Property Rates |
5.0 |
7.77 |
9.52 |
9.56 |
7.25 |
7.25 |
|
Rental from Fixed Assets |
8.95 |
7.0 |
7.5 |
7.8 |
7.9 |
7.9 |
|
Sales of Goods and Rendering of Services |
6.0 |
7.0 |
7.5 |
7.8 |
7.9 |
7.9 |
|
Water tariff increase |
8.5 |
7.5 |
9.5 |
9.8 |
9.9 |
9.9 |
|
Waste Water Management tariff increase |
8.5 |
7.5 |
9.5 |
9.8 |
9.9 |
9.9 |
|
Waste Management tariff increase |
7.5 |
7.5 |
9.5 |
9.5 |
9.5 |
9.6 |
|
Electricity tariff increase |
5.84 |
13.07 |
13.07 |
13.07 |
13.07 |
13.07 |
|
Revenue collection rates |
95.00 |
94.0 |
94.5 |
94.5 |
94.5 |
95 |
|
Expenditure |
||||||
|
Bulk purchase of power costs (subject to determination by NERSA) |
7.30 |
15.67 |
15.67 |
15.67 |
15.67 |
15.67 |
|
Bulk purchase of water costs |
6.0 |
8.5 |
9.0 |
7.5 |
7.5 |
7.5 |
|
Contracted Services |
6.0 |
5.0 |
5.0 |
5.0 |
5.0 |
5.0 |
|
Employee Related Costs (subject to Three Year Agreement re Salary Negotiation currently in |
9.0 |
9.5 |
9.7 |
9.8 |
9.8 |
9.9 |
88
|
2018/19 |
2019/20 |
2020/21 |
2021/22 |
2022/2023 |
2023/20 |
|
|
(Baseline) |
24 |
|||||
|
progress)) |
||||||
|
Inventory Consumed |
6.0 |
4.5 |
5.5 |
4.5 |
4.5 |
4.5 |
|
Operating Leases |
7.0 |
7.0 |
7.0 |
7.0 |
7.0 |
7.0 |
|
Operational Costs |
6.0 |
4.5 |
5.5 |
4.5 |
4.5 |
4.5 |
|
Remuneration of Councillors |
5.0 |
5.5 |
6.0 |
6.1 |
6.2 |
6.3 |
|
Transfers and Subsidies |
6.0 |
5.5 |
5.5 |
4.5 |
4.5 |
4.5 |
|
Depreciation and Amortisation |
6.0 |
6.5 |
6.5 |
6.5 |
6.5 |
6.5 |
|
Repairs and Maintenance (consists of Contracted Services, Inventory Consumed and Other Expenditure relating to the maintenance of capital assets) |
6.0 |
8.0 |
8.0 |
8.0 |
8.0 |
8.0 |
Statement of Financial Performance for the period 2019/20 to 2023/24
|
Description |
2018/19 |
2019/20 Medium Term Revenue & Expenditure Framework |
||||
|
Adjustme |
Budget |
Budget |
Budget |
Budget |
Budget |
|
|
nts |
Year |
Year |
Year |
Year |
Year |
|
|
R thousand |
Budget |
2019/20 |
2020/21 |
2021/22 |
2022/23 |
2023/24 |
|
Revenue By Source |
||||||
|
Property rates |
2,177,931 |
2,353,508 |
2,488,735 |
2 689,000 |
2,883,953 |
3,093,039 |
|
Service charges - electricity revenue |
3,964,692 |
4,379,448 |
4,862,289 |
5,399,755 |
6,103,883 |
6,899,829 |
|
Service charges - water revenue |
749,547 |
815,772 |
893,270 |
980,811 |
1,077,911 |
1,184,625 |
|
Service charges - sanitation revenue |
459,930 |
554,361 |
607,025 |
666,514 |
732,499 |
805,016 |
|
Service charges - refuse revenue |
295,609 |
246,024 |
267,251 |
292,620 |
320,419 |
351,179 |
|
Rental of facilities and |
37,208 |
36,797 |
39,231 |
41,695 |
44,989 |
48,543 |
89
|
equipment |
||||||
|
Interest earned - external investments |
105,901 |
113,116 |
118,942 |
128,335 |
140,000 |
152,000 |
|
Interest earned - outstanding debtors |
221,488 |
291,720 |
317,087 |
345,902 |
360,000 |
390,000 |
|
Fines, penalties and forfeits |
288,772 |
253,517 |
252,629 |
252,489 |
252,489 |
252,489 |
|
Licences and permits |
28,034 |
21,354 |
22,955 |
24,745 |
26,700 |
28,622 |
|
Agency services |
2,892 |
3,095 |
3,327 |
3,586 |
3,866 |
4,167 |
|
Transfers and subsidies |
1 819,368 |
2,033,471 |
2,134,615 |
2,318,293 |
2,422,795 |
2,543,935 |
|
Other revenue |
176 984 |
166,175 |
176,050 |
187,319 |
202,117 |
218,084 |
|
Gains on disposal of PPE |
473 |
500 |
510 |
520 |
520 |
520 |
|
Total Revenue (excluding capital transfers and contributions) |
10,361,36 |
11,268,85 |
12,183,91 |
13,331,58 |
||
|
7 |
8 |
5 |
4 |
14,572,141 |
15,972,048 |
|
|
Expenditure By Type |
||||||
|
Employee related costs |
3,289,820 |
3,660,092 |
4,002,310 |
4,492,532 |
4,932,800 |
5,421,147 |
|
Remuneration of councillors |
75,486 |
80,439 |
85,338 |
91,379 |
97,044 |
103,158 |
|
Debt impairment |
541,750 |
608,943 |
600,147 |
634,960 |
617,555 |
629,187 |
|
Depreciation & asset impairment |
738,535 |
614,541 |
651,397 |
690,462 |
735,342 |
783,139 |
|
Finance charges |
142,392 |
173,361 |
200,796 |
222,901 |
213,900 |
203,000 |
|
Bulk purchases |
3,204,776 |
3 555,290 |
3,889,193 |
4,251,865 |
4,902,954 |
5,654,931 |
|
Other materials |
205,737 |
217,245 |
230,700 |
244,033 |
255,014 |
266,490 |
90
|
Contracted services |
1 |
413,980 |
1 |
242,489 |
1 |
302,564 |
1 |
384,982 |
1,454,231 |
1,526,943 |
|
Transfers and subsidies |
83,451 |
77,062 |
74,204 |
70,430 |
72,554 |
75,819 |
||||
|
Other expenditure |
739,805 |
642,683 |
673,404 |
704,643 |
736,352 |
769,488 |
||||
|
10,435,73 |
10 872,14 |
11 710,05 |
12,788,18 |
|||||||
|
Total Expenditure |
3 |
6 |
4 |
8 |
14,017,746 |
15,433,302 |
||||
|
Surplus/(Deficit) |
(74,366) |
396,712 |
473,862 |
543,396 |
554,395 |
538,746 |
||||
|
Transfers and subsidies - capital (monetary allocations) (National / Provincial and District) |
1 |
1 |
||||||||
|
1 |
272,939 |
983,161 |
020,533 |
081,910 |
1,105,718 |
1,138,890 |
||||
|
Transfers and subsidies - capital (monetary allocations) (National / Provincial Departmental Agencies, Households, Non-profit Institutions, Private Enterprises, Public Corporations, Higher Educational Institutions) |
148,754 |
102,534 |
71,998 |
73,834 |
80,000 |
83,000 |
||||
|
Surplus/(Deficit) after capital transfers & contributions |
1 017 |
|||||||||
|
316 |
1 482,407 |
1 566,393 |
1 699,141 |
1,740,113 |
1,760,636 |
|||||
|
Taxation |
||||||||||
|
Surplus/(Deficit) after taxation |
1 |
017 316 |
1 482,407 |
1 566,393 |
1 699,141 |
1,740,113 |
1,760,636 |
|||
6.2.6 Statutory requirements specific to Capital Budget
The vehicle through which the needs of the Municipality are identified and its
priorities set is the Integrated Development Plan. The Capital Budget is allocated to
cover the higher priority projects in the IDP.
91
The Municipal Finance Management Act (Act No. 56, 2003) states that:
“19.1
A Municipality may spend money on a capital project only if-: -
the money for the project, excluding the cost of feasibility studies conducted by or on behalf of the Municipality, has been appropriated in the capital budget;
the project, including the total cost, has been approved by the council;
the sources of funding have been considered, are available and have not been committed for other purposes.
19.2 Before approving a capital project in terms of Section 19 (1) (b), the council of
a municipality must consider-
the project cost covering all financial years until the project is operational; and
the future operational costs and revenue on the project, including municipal tax and tariff implications.”
Furthermore, the Financial Standing Orders state that:
“1.5 Every Manager shall, in respect of the activities of the Business Unit, in consultation with the Business Unit Manager: Budget and Treasury, prepare: -
a draft Capital Budget in respect of the ensuing financial year and a draft Capital
Programme for the following two financial years, based on the following principles:
92
Year Two of the current Capital Programme shall become the new Capital Budget and Year Three of the current Capital Programme shall become Year Two in the new Capital Programme and New projects shall enter the Programme in Year Three.”
93
a) 2019/20 to 2023/24 Capital Budget by Directorate
|
Description |
2019/20 Medium Term Revenue & Expenditure Framework |
||||
|
R thousand |
Budget Year 2019/20 |
Budget Year |
Budget Year |
Budget Year |
Budget Year |
|
2020/21 |
2021/22 |
2022/23 |
2023/24 |
||
|
Capital expenditure - Vote |
|||||
|
Multi-year expenditure to be appropriated |
|||||
|
Vote 1 - Budget and Treasury |
27,839 |
6,500 |
3,000 |
4,047 |
4,096 |
|
Vote 2 - Public Health |
26,300 |
38,400 |
42,500 |
54,315 |
54,620 |
|
Vote 3 - Human Settlements |
200,629 |
226,155 |
247,900 |
200,629 |
206,647 |
|
Vote 4 - Economic Development, |
|||||
|
Tourism and Agriculture |
81,520 |
64,185 |
69,528 |
71,759 |
74,935 |
|
Vote 5 - Corporate Services |
29,950 |
27,400 |
35,500 |
41,509 |
41,912 |
|
Vote 6 - Rate and General Engineers |
457,468 |
464,348 |
454,599 |
461,099 |
475,397 |
|
Vote 7 - Water Services |
311,000 |
310,050 |
269,100 |
283,873 |
286,564 |
|
Vote 8 - Sanitation Services |
302,050 |
315,500 |
244,500 |
254,400 |
256,800 |
|
Vote 9 - Electricity and Energy |
215,346 |
160,169 |
135,075 |
132,547 |
133,638 |
|
Vote 10 - Executive and Council |
11,041 |
16,097 |
17,851 |
18,387 |
18,565 |
|
Vote 11 - Safety and Security |
22,950 |
10,500 |
14,000 |
21,670 |
21,560 |
94
|
Description |
2019/20 Medium Term Revenue & Expenditure Framework |
||||
|
R thousand |
Budget Year 2019/20 |
Budget Year |
Budget Year |
Budget Year |
Budget Year |
|
2020/21 |
2021/22 |
2022/23 |
2023/24 |
||
|
Vote 12 - Nelson Mandela Bay Stadium |
5,000 |
5,000 |
5,000 |
10,000 |
10,000 |
|
Vote 13 - Strategic Programmes |
|||||
|
Directorate |
– |
– |
– |
– |
– |
|
Vote 14 - Recreational and Cultural |
|||||
|
Services |
38,600 |
48,700 |
35,200 |
45,526 |
45,968 |
|
Capital multi-year expenditure sub-total |
1,729,692 |
1,693,004 |
1,573,754 |
1,599,761 |
1,630,702 |
|
Single-year expenditure to be appropriated |
|||||
|
Vote 1 - Budget and Treasury |
4,750 |
3,500 |
5,500 |
1,000 |
1,000 |
|
Vote 2 - Public Health |
34,901 |
25,000 |
20,000 |
8,000 |
8,300 |
|
Vote 3 - Human Settlements |
0 |
– |
– |
– |
– |
|
Vote 4 - Economic Development, |
|||||
|
Tourism and Agriculture |
3,000 |
750 |
4,800 |
– |
– |
|
Vote 5 - Corporate Services |
4,635 |
5,500 |
1,900 |
– |
– |
|
Vote 6 - Rate and General Engineers |
24,600 |
22,000 |
22,000 |
15,500 |
15,500 |
|
Vote 7 - Water Services |
6,500 |
0 |
4,000 |
3,600 |
3,700 |
95
|
Description |
2019/20 Medium Term Revenue & Expenditure Framework |
||||
|
R thousand |
Budget Year 2019/20 |
Budget Year |
Budget Year |
Budget Year |
Budget Year |
|
2020/21 |
2021/22 |
2022/23 |
2023/24 |
||
|
Vote 8 - Sanitation Services |
4,500 |
4,000 |
10,000 |
3,100 |
3,200 |
|
Vote 9 - Electricity and Energy |
8,050 |
0 |
0 |
10,700 |
11,000 |
|
Vote 10 - Executive and Council |
– |
– |
– |
– |
– |
|
Vote 11 - Safety and Security |
6,450 |
3,300 |
25,000 |
18,500 |
19,000 |
|
Vote 12 - Nelson Mandela Bay Stadium |
– |
– |
– |
– |
– |
|
Vote 13 - Strategic Programmes |
|||||
|
Directorate |
0 |
– |
– |
– |
– |
|
Vote 14 - Recreational and Cultural |
|||||
|
Services |
5,550 |
19,470 |
12,000 |
– |
– |
|
Capital single-year expenditure sub-total |
102,936 |
83,520 |
105,200 |
60,400 |
61,700 |
|
Total Capital Expenditure - Vote |
1,832,628 |
1,776,524 |
1,678,954 |
1,660,161 |
1,692,402 |
|
Capital Expenditure - Functional |
|||||
|
Governance and administration |
132,537 |
108,368 |
151,649 |
101,455 |
104,593 |
|
Executive and Council |
0 |
0 |
0 |
16,579 |
17,077 |
|
Finance and administration |
132,537 |
108,368 |
151,649 |
84,876 |
87,516 |
96
|
Description |
2019/20 Medium Term Revenue & Expenditure Framework |
||||
|
R thousand |
Budget Year 2019/20 |
Budget Year |
Budget Year |
Budget Year |
Budget Year |
|
2020/21 |
2021/22 |
2022/23 |
2023/24 |
||
|
Internal audit |
– |
– |
– |
– |
– |
|
Community and public safety |
107,751 |
121,100 |
113,000 |
296,417 |
298,205 |
|
Community and social services |
56,250 |
60,900 |
53,700 |
13,390 |
13,792 |
|
Sport and recreation |
36,501 |
42,700 |
36,200 |
45,526 |
45,968 |
|
Public safety |
10,400 |
15,900 |
21,500 |
30,272 |
31,198 |
|
Housing |
0 |
0 |
0 |
200,629 |
200,647 |
|
Health |
4,600 |
1,600 |
1,600 |
6,600 |
6,600 |
|
Economic and environmental services |
605,515 |
597,935 |
570,580 |
558,639 |
578,789 |
|
Planning and development |
58,433 |
38,098 |
39,094 |
40,000 |
43,000 |
|
Road transport |
546,082 |
558,837 |
530,486 |
517,619 |
534,789 |
|
Environmental protection |
1,000 |
1,000 |
1,000 |
1,000 |
1,000 |
|
Trading services |
986,825 |
949,121 |
843,725 |
703,670 |
710,816 |
|
Energy sources |
215,696 |
158,669 |
133,575 |
143,247 |
144,638 |
|
Water management |
341,173 |
337,306 |
292,700 |
287,473 |
290,264 |
|
Waste water management |
414,757 |
437,946 |
402,250 |
257,500 |
260,000 |
|
Waste management |
15,200 |
15,200 |
15,200 |
15,450 |
15,914 |
97
|
Description |
2019/20 Medium Term Revenue & Expenditure Framework |
||||
|
R thousand |
Budget Year 2019/20 |
Budget Year |
Budget Year |
Budget Year |
Budget Year |
|
2020/21 |
2021/22 |
2022/23 |
2023/24 |
||
|
Other |
– |
– |
– |
– |
– |
|
Total Capital Expenditure - Functional |
1,832,628 |
1,76,524 |
1,678,954 |
1,660,161 |
1,692,402 |
|
Funded by: |
|||||
|
National Government |
983,161 |
1,020,533 |
1,081,910 |
1,105,718 |
1,138,890 |
|
Provincial Government |
– |
– |
– |
– |
– |
|
District Municipality |
– |
– |
– |
– |
– |
|
Other transfers and grants |
105,669 |
76,907 |
78,756 |
80,000 |
83,000 |
|
Transfers recognised - capital |
1,088,829 |
1,097,441 |
1,160,666 |
1,185,718 |
1,221,890 |
|
Public contributions & donations |
0 |
0 |
0 |
0 |
0 |
|
Borrowing |
286,370 |
235,943 |
80,000 |
0 |
0 |
|
Internally generated funds |
457,429 |
443,141 |
438,288 |
474,443 |
470,512 |
|
Total Capital Funding |
1,832,628 |
1,776,524 |
1,678,954 |
1,660,161 |
1,692,402 |
98
b) Funding of Capital Expenditure
The following table indicates the various funding sources from which capital expenditure is made:
|
Sources of |
2019/20 |
% |
2020/21 |
% |
2021/22 |
% |
2022/23 |
% |
2023/24 |
% |
|
funding |
||||||||||
|
Government |
983,161 |
53.65 |
1,020,533 |
57.45 |
1,081,910 |
64.44 |
1,105,718 |
66.60 |
1,138,890 |
67.29 |
|
Grants |
||||||||||
|
Other grants |
105,669 |
5.77 |
76,907 |
4.33 |
78,756 |
4.69 |
80,000 |
4.82 |
83,000 |
4.91 |
|
Borrowing |
286,370 |
15.63 |
235,943 |
13.28 |
80,000 |
4.76 |
0 |
0.00 |
0 |
0.00 |
|
Internal Funds |
457,429 |
24.96 |
443,141 |
24.94 |
438,288 |
26,10 |
474,443 |
28.58 |
470,512 |
27.80 |
|
Total Capital |
1,832,628 |
100 |
1,776,524 |
100 |
1,678,954 |
100 |
1,660,161 |
100 |
1,692,402 |
100 |
|
Funding |
99
c) Repairs and Maintenance
Considering the backlog in infrastructure maintenance, it is evident that this ratio should at least be at 10% level. At this stage, however, the NMBM’s cash position is unable to support a level in excess of 10%. Alternative strategies and / or funding mechanisms must be developed to address the eradication of infrastructure maintenance backlogs. It is important to note that, Repairs and Maintenance is not a category in the Statement of Financial Performance. In terms of the municipal Standard Chart of Accounts (mSCOA), Repairs and Maintenance is reported at the project level that effectively consolidates expenditure incurred in the Other Expenses, Other Materials, Employee Related Costs and Contracted Services categories relating to repairs and maintenance projects.
6.2.7 Budgeted Financial Position
The budgeted financial position of the Municipality, taking into account its capital and operating income and expenditure, is as follows:
100
|
Description |
2019/20 Medium Term Revenue & Expenditure Framework |
Long Term Revenue & Expenditure Framework |
|||
|
Budget Year |
Budget Year |
Budget Year |
Budget Year |
Budget Year |
|
|
R thousand |
2019/20 |
2020/21 |
2021/22 |
2022/23 |
2023/24 |
|
ASSETS |
|||||
|
Current assets |
|||||
|
Cash |
200,200 |
200,200 |
200,200 |
201,000 |
201,000 |
|
Call investment deposits |
2,316,793 |
2,417,531 |
2,511,935 |
2,611,842 |
2,538,648 |
|
Consumer debtors |
2,293,087 |
2,664,466 |
3,046,704 |
3,351,374 |
3,686,511 |
|
Other debtors |
423,859 |
437,122 |
448,857 |
424,818 |
437,563 |
|
Current portion of long-term receivables |
0 |
0 |
0 |
0 |
0 |
|
Inventory |
198,054 |
207,957 |
218,355 |
225,000 |
230,000 |
|
Total current assets |
5,431,993 |
5,927,276 |
6,426,051 |
6,814,034 |
7,093,722 |
|
Non-current assets |
|||||
|
Long-term receivables |
81,482 |
85,556 |
89,833 |
94,325 |
99,041 |
|
Investments |
0 |
0 |
|||
|
Investment property |
223,638 |
218,082 |
212,193 |
219,118 |
224,118 |
|
Investment in associated |
|||||
101
|
Description |
2019/20 Medium Term Revenue & Expenditure Framework |
Long Term Revenue & Expenditure Framework |
|||
|
Budget Year |
Budget Year |
Budget Year |
Budget Year |
Budget Year |
|
|
R thousand |
2019/20 |
2020/21 |
2021/22 |
2022/23 |
2023/24 |
|
Property, plant and equipment |
19,258,102 |
20,416,086 |
21,392,763 |
22,320,876 |
23,225,139 |
|
Agricultural |
|||||
|
Biological |
|||||
|
Intangible |
420,165 |
392,864 |
410,568 |
400,349 |
400,349 |
|
Other non-current assets |
|||||
|
Total non-current assets |
19,983,387 |
21,112,588 |
22,105,358 |
23,034,668 |
23,948,647 |
|
TOTAL ASSETS |
25,415,380 |
27,039,864 |
28,531,409 |
29,848,702 |
31,042,369 |
|
LIABILITIES |
|||||
|
Current liabilities |
|||||
|
Bank overdraft |
0 |
0 |
|||
|
Borrowing |
99,143 |
111,313 |
124,281 |
135,395 |
147,390 |
|
Consumer deposits |
166,137 |
171,137 |
176,137 |
181,137 |
186,137 |
|
Trade and other payables |
2,707,820 |
2,829,757 |
2,983,825 |
3,101,186 |
3,271,751 |
|
Provisions |
261,575 |
282,144 |
303,307 |
331,196 |
355,207 |
102
|
Description |
2019/20 Medium Term Revenue & Expenditure Framework |
Long Term Revenue & Expenditure Framework |
|||
|
Budget Year |
Budget Year |
Budget Year |
Budget Year |
Budget Year |
|
|
R thousand |
2019/20 |
2020/21 |
2021/22 |
2022/23 |
2023/24 |
|
Total current liabilities |
3,234,674 |
3,394,351 |
3,587,549 |
3,748,914 |
3,960,485 |
|
Non-current liabilities |
|||||
|
Borrowing |
1,360,541 |
1,411,292 |
1,309,663 |
1,174,268 |
1,026,878 |
|
Provisions |
2,931,739 |
3,173,960 |
3,420,413 |
3,685,837 |
3,971,858 |
|
Total non-current liabilities |
4,292,279 |
4,585,252 |
4,730,075 |
4,860,105 |
4,998,736 |
|
TOTAL LIABILITIES |
7,526,954 |
7,979,603 |
8,317,625 |
8,609,019 |
8,959,221 |
|
NET ASSETS |
17,888,426 |
19,060,262 |
20,213,784 |
21,239,683 |
22,083,148 |
|
COMMUNITY WEALTH / EQUITY |
|||||
|
Accumulated Surplus / (Deficit) |
17,056,595 |
18,006,974 |
18,945,884 |
19,771,782 |
20,415,247 |
|
Reserves |
831,831 |
1,053,287 |
1,267,901 |
1,467,901 |
1,667,901 |
|
Minority interests |
|||||
|
TOTAL COMMUNITY WEALTH / EQUITY |
17,888,426 |
19,060,262 |
20,213,784 |
21,239,683 |
22,083,148 |
103
6.2.8 Investment Income
Interest earned on investments will amount to approximately R106.59 million in 2018/19 and is therefore an important source of funding for the Municipality.
Section 2 refers to the Investment Policy, which ensures that the Municipality receives an optimum return on its investments, at minimal risk.
104
6.2.9 Cash Flow Statement
|
Description |
2019/20 Medium Term Revenue & Expenditure Framework |
Long Term Revenue & Expenditure Framework |
|||
|
Budget Year |
Budget Year |
Budget Year |
Budget Year |
Budget Year |
|
|
R thousand |
2019/20 |
2020/21 |
2021/22 |
2022/23 |
2023/24 |
|
CASH FLOW FROM OPERATING ACTIVITIES |
|||||
|
Receipts |
|||||
|
Property rates, penalties & collection charges |
2,212,298 |
2,351,855 |
2,541,105 |
2,725,336 |
2,938,387 |
|
Service charges |
5,635,930 |
6,265,206 |
6,936,028 |
7,781,803 |
8,778,617 |
|
Other revenue |
270,107 |
286,278 |
303,979 |
324,187 |
345,960 |
|
Government - operating |
1,990,061 |
2,081,750 |
2,265,538 |
2,422,795 |
2,364,050 |
|
Government - capital |
1,140,095 |
1,149,887 |
1,216,154 |
1,105,718 |
1,138,890 |
|
Interest |
113,116 |
118,942 |
128,335 |
140,000 |
152,000 |
|
Payments |
|||||
|
Suppliers and employees |
(9,408,449) |
(10,143,876) |
(11,117,071) |
(12,316,706) |
(13,679,294) |
105
|
Description |
2019/20 Medium Term Revenue & Expenditure Framework |
Long Term Revenue & Expenditure Framework |
|||
|
Budget Year |
Budget Year |
Budget Year |
Budget Year |
Budget Year |
|
|
R thousand |
2019/20 |
2020/21 |
2021/22 |
2022/23 |
2023/24 |
|
Finance charges |
(173,361) |
(200,796) |
(222,901) |
(213,900) |
(203,000) |
|
Transfers and Grants |
(77,666) |
(73,969) |
(70,267) |
(73,338) |
(75,460) |
|
NET CASH FROM / (USED) OPERATING ACTIVITIES |
1,702,131 |
1,835,276 |
1.980,900 |
1,895,895 |
1,760,150 |
|
CASH FLOWS FROM INVESTING ACTIVITIES |
|||||
|
Receipts |
|||||
|
Proceeds on disposal of property, plant and equipment |
|||||
|
Decrease (Increase) in non-current debtors |
|||||
|
Decrease (increase) other non-current receivables |
(14,219) |
(4,074) |
(4,278) |
(4,492) |
(4,716) |
|
Decrease (increase) in non-current investments |
– |
– |
– |
||
|
Payments |
|||||
106
|
Description |
2019/20 Medium Term Revenue & Expenditure Framework |
Long Term Revenue & Expenditure Framework |
|||
|
Budget Year |
Budget Year |
Budget Year |
Budget Year |
Budget Year |
|
|
R thousand |
2019/20 |
2020/21 |
2021/22 |
2022/23 |
2023/24 |
|
Capital assets |
(1,886,287) |
(1,786,216) |
(1,785,588) |
(1,655,101) |
(1,685,954) |
|
NET CASH FROM / (USED) INVESTING ACTIVITIES |
(1,862,541) |
(1,699,749) |
(1,759,218) |
(1,659,593) |
(1,690,670) |
|
CASH FLOWS FROM FINANCING ACTIVITIES |
|||||
|
Receipts |
|||||
|
Short-term loans |
|||||
|
Borrowing long term / refinancing |
286,370 |
235,943 |
80,000 |
0 |
0 |
|
Increase in consumer deposits |
16,916 |
5,000 |
5,000 |
5,000 |
5,000 |
|
Payments |
|||||
|
Repayment of borrowing |
(192,982) |
(185,191) |
(181,629) |
(135,595) |
(147,390) |
107
|
Description |
2019/20 Medium Term Revenue & Expenditure Framework |
Long Term Revenue & Expenditure Framework |
|||
|
Budget Year |
Budget Year |
Budget Year |
Budget Year |
Budget Year |
|
|
R thousand |
2019/20 |
2020/21 |
2021/22 |
2022/23 |
2023/24 |
|
NET CASH FROM / (USED) FINANCING ACTIVITIES |
110,304 |
55,752 |
(96,629) |
(130,595) |
(142,390) |
|
NET INCREASE / (DECREASE) IN CASH HELD |
(88,071) |
100,738 |
94,404 |
100,707 |
(73,194) |
|
Cash / Cash equivalents at the year begin: |
2,605,064 |
2,516,993 |
2,617,731 |
2,712,135 |
2,812,842 |
|
Cash / Cash equivalents at the year-end: |
2,516,993 |
2,617,731 |
2,712,135 |
2,812,842 |
2,739,648 |
108
6.2.10 Key Performance Indicators
The following financial indicators identify medium-term projections against past
performance.
These indicators and others will be monitored throughout the financial years covered
by the Budget.
Table 17: Key Performance Indicators
|
Financial |
Basis of Calculation |
|||||
|
Indicators |
2019/20 |
2020/21 |
2021/22 |
2022/23 |
2023/24 |
|
|
Borrowing |
||||||
|
Management |
||||||
|
Borrowing to |
Total Long-Term Borrowing / Total Assets |
|||||
|
Asset Ratio |
5.35% |
5.22% |
4.59% |
3.93% |
3.31% |
|
|
Capital Charges to Operating Expenditure |
Interest and Principal Paid / Operating Expenditure |
3.37% |
3.30% |
3.16% |
2.79% |
2.27% |
|
Safety of Capital |
||||||
|
Debt to Equity |
Loans, Accounts Payable & Tax Provision / Funds & Reserves |
23.30% |
22.83% |
21.86% |
20.77% |
20.13% |
|
Gearing |
Funds & Reserves/Long-Term Borrowing |
7.61% |
7.40% |
6.48% |
5.53% |
4.65% |
|
Liquidity |
||||||
|
Current Ratio |
Current Assets / Current Liabilities |
1.68 |
1.75 |
1.79 |
1.81 |
1.79 |
109
|
Revenue |
||||||
|
Management |
||||||
|
Outstanding |
Total Outstanding Debtors /Annual Revenue |
|||||
|
Debtors to |
24.83% |
26.16% |
26.89% |
26.56% |
26.44% |
|
|
Revenue |
6.2.11 Credit Rating
A credit rating is an evaluation of the credit risk of a prospective debtor, predicting its
ability to pay back the debt, and an implicit forecast of the likelihood of the debtor
defaulting.
On 21 January 2019, Moody’s Investors Services confirmed the long-term global
scale ratings of ten (10) South African regional and local governments with stable
outlooks. In addition to the long-term global scale rating of Baa3 with stable outlook
assigned to the Nelson Mandela Bay Municipality, Moody’s Investors Services also
upgraded the national scale rating to Aaa.za from the previous rating of Aa1.za,
based on the persistently low debt levels and strong liquidity profile. This was done
also taking into cognisance the intention of the NMBM to borrow R750 million over
the next three (3) years.
6.2.12 Policies / By-Laws
The Directorate is reliant on the following policies and by-laws to assist it in
achieving the respective IDP priorities:
Financial Management Policy
Revenue Enhancement Master Plan
Assistance to the Poor Policy
Cash Management and Investment Policy
Tariffs Policy
Creditors Payment Policy
110
Asset Management and Disposal Policy (the Municipality has a Generally Recognized Accounting Practices (GRAP) compliant asset register)
Supply Chain Management Policy
Rates Policy
Long-term Funding Policy
Funding and Reserves Policy
Customer Care and Revenue Management By-laws
Unauthorised, Irregular, Fruitless and Wasteful (UIF+W) Expenditure Policy
Credit Control Policy
The Budget related policies are updated on an annual basis.
6.2.13 REVENUE MANAGEMENT
6.2.13.1 Free Basic Services (FBS) – Indigent Support
The Municipality has an approved Indigent Policy in place, referred to as the Assistance to the Poor (ATTP) Policy, which is reviewed on an annual basis. This Policy does not provide for a committee system to consider and approve Indigent applications, as the qualifying criteria, as stipulated in the Policy, are contained in the on-line Indigent System through which applications are captured and assessed after a site visit has been completed. The Indigent Section has a dedicated team of 39 staff members who assist with the completion of application forms and attend to the on-site verification of households applying for subsidies.
The qualifying criterion for indigent support is that the combined household income may not exceed the equivalent of two welfare state pensions (R3 560 as from 1 April 2019); this excludes grants such as foster care grants, care development grants, and child support grants).
In terms of the NMBM ATTP Policy, indigent households receive the following support and benefits:
i) Full credit for monthly property rates
111
ii) Full credit for monthly refuse
iii) Credit (to the maximum of 8 kl of water per month)
iv) Credit (to the maximum of 11 kl of sewerage per month)
v) Free monthly token of 75 kWh of electricity per month
In the event that the indigent households consume more than the limit provided for by the support, the debt is written off after three months. Section 2.1.1 of the ATTP Policy states that all miscellaneous once-off charges incurred by an ATTP beneficiary, with the exception of tampering charges, after initial registration, will be written off. Furthermore, Section 2.1.2 states that no further legal costs and call fees will be charged to ATTP accounts, with the exception of tampering charges.
The schedules below indicate the cost of FBS for the past two (2) financial years.
112
NELSON MANDELA BAY MUNICIPALITY - 2017/2018
|
REFUSE |
|||||||
|
WATER |
SEWERAGE |
ELECTRICITY |
REMOVAL |
RATES |
R/C |
||
|
Total ATTP |
Total Value |
||||||
|
Month |
Accounts |
R |
Total Value R |
Total Value R |
Total Value R |
Total Value R |
Total Value R |
|
Jul-17 |
106,614 |
12,800,037 |
14,527,642 |
3,904,087 |
8,975,326 |
9,636,913 |
49,844,006 |
|
August |
105,106 |
12,814,996 |
14,948,051 |
3,851,439 |
9,774,619 |
10,050,574 |
51,439,678 |
|
September |
103,887 |
12,990,177 |
14,872,423 |
3,858,545 |
9,641,975 |
11,901,450 |
53,264,570 |
|
October |
103,848 |
12,982,953 |
14,832,232 |
3,740,280 |
9,640,581 |
9,609,605 |
50,805,651 |
|
November |
104,042 |
13,218,041 |
14,911,743 |
3,773,177 |
9,656,378 |
9,673,457 |
51,232,796 |
|
December |
103,855 |
12,470,166 |
14,821,073 |
3,746,148 |
9,632,451 |
9,707,486 |
50,377,324 |
|
Jan-18 |
103,700 |
14,113,617 |
15,196,706 |
3,764,922 |
9,614,912 |
9,712,466 |
52,402,623 |
|
February |
103,298 |
14,272,426 |
15,073,936 |
3,742,029 |
9,568,685 |
9,697,843 |
52,354,919 |
|
March |
102,463 |
12,905,914 |
14,683,981 |
3,763,112 |
9,464,963 |
9,659,891 |
50,477,861 |
|
April |
101,671 |
13,456,665 |
14,790,941 |
3,737,499 |
9,462,430 |
9,613,868 |
51,061,403 |
|
May |
101,400 |
13,321,211 |
14,768,992 |
3,752,641 |
9,433,021 |
9,537,227 |
50,813,092 |
|
June |
101,258 |
12,857,241 |
14,718,861 |
3,767,525 |
9,400,916 |
9,399,730 |
50,144,273 |
|
TOTAL |
158,203,443 |
178,146,581 |
45,401,404 |
114,266,257 |
118,200,511 |
614,218,196 |
113
NELSON MANDELA BAY MUNICIPALITY - 2016/2017
|
ATTP |
WATER |
SEWERAGE |
ELECTRICITY |
REFUSE |
RATES |
R/C |
|
|
Month |
Accounts |
Total Value |
Total Value |
Total Value |
Total Value |
Total Value |
Total Value |
|
Jul-16 |
112,288 |
10,525,367 |
12,745,851 |
3,807,748 |
9,877,845 |
8,580,867 |
45,537,679 |
|
August |
112,613 |
10,471,785 |
13,382,200 |
3,826,532 |
9,888,676 |
8,932,037 |
46,501,229 |
|
September |
112,923 |
13,129,261 |
16,361,341 |
3,863,655 |
11,794,927 |
12,343,413 |
57,492,597 |
|
October |
114,080 |
11,018,670 |
13,613,964 |
3,979,846 |
9,972,645 |
8,591,830 |
47,176,955 |
|
November |
115,480 |
11,273,937 |
13,766,687 |
4,044,566 |
10,046,917 |
8,706,080 |
47,838,187 |
|
December |
115,934 |
10,888,149 |
13,796,780 |
4,060,672 |
10,108,509 |
8,769,776 |
47,623,885 |
|
Jan-16 |
115,952 |
12,238,173 |
14,204,672 |
4,029,277 |
10,108,296 |
8,747,471 |
49,327,889 |
|
February |
116,192 |
12,191,675 |
14,192,323 |
4,046,580 |
10,114,156 |
8,716,523 |
49,261,257 |
|
March |
115,656 |
11,115,318 |
13,827,362 |
4,065,197 |
10,914,123 |
8,684,584 |
48,606,585 |
|
April |
115,339 |
11,553,057 |
13,860,353 |
4,060,259 |
10,036,474 |
8,628,359 |
48,138,502 |
|
May |
115,339 |
11,703,500 |
13,893,120 |
4,084,400 |
9,972,432 |
8,540,569 |
48,194,021 |
|
June |
112,419 |
11,398,898 |
13,571,225 |
4,038,318 |
9,718,499 |
8,338,750 |
47,065,690 |
|
TOTAL |
137,507,790 |
167,215,878 |
47,907,050 |
122,553,500 |
107,580,259 |
582,764,477 |
114
6.2.14 Property Valuation Rolls
The rating of property is implemented impartially, fairly, equitable and without bias, and these principles also apply to the setting of criteria for exemptions, reductions and rebates, contemplated in Section 15 of the Municipal Property Rating Act.
The rating of property will be implemented in a way that:
is developmental oriented;
supports sustainable local government by providing a stable and buoyant revenue source within the discretionary control of the Municipality;
supports local and socio-economic development;
promotes simplicity, uniformity and certainty in the property rates assessment process;
gives due consideration to the need for a simple and practical process of billing and collection of property rates;
promotes sustainable land management, especially that which reduces risks from natural disasters; and
achieves national and local environmental management objectives.
The NMBM has an updated Valuation Roll, which has been implemented. One supplementary valuation is completed per financial year. Furthermore, a General Valuation (GV) was implemented with effect from 1 July 2017.
A relevant notice indicating that the Valuation Roll is open for public inspection is published in local papers and the Roll itself is published on the municipal website in terms of section 49 of the Municipal Property Rates Act, 2004. The next General Valuation will be implemented on 1 July 2021, based on property valuations as at 1 July 2020. The Valuation Roll is updated on a regular basis to achieve a sustainable rates base.
115
6.2.15 Revenue Enhancement and Improvement of Debt Recovery
The escalating arrear consumer debt of the NMBM has resulted in the institution soliciting the services of an external party, a specialist in the field of debt collection and revenue enhancement, to curb its escalating arrears and identify new revenue streams. The service provider was appointed for a three-year period in December 2015, and the contract came to an end in December 2018.
A Revenue Enhancement Strategy was developed by the service provider and handed over to the Municipality for implementation. The Municipality adopted a phased approach in respect of the roll-out of the Strategy, in collaboration with relevant directorates within the institution. The results of the success or failure of the Strategy will present themselves in financial years to come.
The major work streams identified are the following:
Baseline diagnostics
Data cleansing and analysis
Command and control centre
Field verification
Debt management (focusing on debt older than 120 days), and
Income and cost optimisation
The project serves to strengthen and expand on the revenue base of the Municipality. The collection rate for the 2017/18 financial year is calculated at 93.1%. The accumulated collection rate for 2018/19 as at 31 March 2019 is calculated at 92.14% and the Municipality has budgeted for a collection rate of 95% in the 2018/19 financial year.
116
6.2.16 EXPENDITURE MANAGEMENT
6.2.16.1 Conditional Grants
The NMBM manages its conditional grants in terms of DoRA requirements and submits all required statutory reports in terms of the relevant requirements. The NMBM does not have separate bank accounts for each conditional grant, but keeps control thereof by maintaining separate vote structures for each grant.
6.2.16.2 Remuneration
Councillor remuneration is determined annually in terms of the relevant Government Notice issued by the Minister of COGTA in terms of the Remuneration of Public Office-Bearers Act, 1998 (Act No 20 of 1998). The upper limits of total remuneration packages payable to municipal managers and managers directly accountable to municipal managers are determined and paid in accordance with the annual government notice issued by the Minister of COGTA in terms of Regulation 35 of the Local Government: Regulations on Appointment and Conditions of Employment of Senior Managers, as issued in terms of Government Notice No 21, as published under Government Gazette No 37245 of 17 January 2014.
The overall increase in human resources costs as relevant to all other municipal employees is determined in line with the relevant SALGBC agreement in this regard. As at 31 March 2019, employee costs constituted 29,12% of total operating revenue.
117
6.2.17 Funding of Capital Expenditure
The table below reflects the historically reliance on government grants in order to fulfill the mandate of providing services to the community:
|
Sources |
of |
2015/16 |
% |
2016/17 |
% |
2017/18 |
% |
|
|
funding |
||||||||
|
Government grants |
760, 841 |
56, 28% |
849, 241 |
59, 74% |
1 114 |
353 |
67, 80% |
|
|
Other grants |
16, 671 |
1, 23% |
5, 170 |
0, 36% |
19 |
479 |
1, 19% |
|
|
Public contributions |
47, 757 |
3, 53% |
107, 513 |
7, 56% |
52 |
479 |
3, 19% |
|
|
Internal funds |
526, 641 |
38, 96% |
459, 589 |
32, 33% |
457 |
147 |
27, 82% |
|
|
Total |
Capital |
1,351,900 |
100% |
1,421, 512 |
100% |
1 643 |
458 |
100% |
|
funding |
||||||||
118
6.2.18 Capital and Operating Spending Results
|
2015/16 |
2016/17 |
2017/18 |
|||||||||||||||||
|
R thousand |
Budget |
Actual |
Audited |
Budget |
Actual |
Audited |
Budget |
Actual |
Audited |
||||||||||
|
Operating Revenue |
9 |
388 921 |
8 |
797 972 |
8 |
797 972 |
9 |
401 671 |
8 991 343 |
8 |
815 336 |
9 |
651 844 |
9 |
753 191 |
9 |
542 116 |
||
|
% |
Operating Revenue |
93.71% |
95.64% |
93.76% |
101.05% |
98, 86% |
|||||||||||||
|
Operating Expenditure |
9 |
321 591 |
8 |
765 724 |
8 |
765 724 |
9 |
823 533 |
9 292 077 |
8 |
864 815 |
9 |
676 868 |
8 |
862 049 |
8 |
830 004 |
||
|
% |
Operating Expenditure |
94.04% |
94.59% |
90.24% |
91.58% |
91, 25% |
|||||||||||||
|
Net Surplus / (Deficit) |
67 330 |
32 248 |
32 248 |
(421 861) |
(300 734)` |
(49 479) |
(25 024) |
891 142 |
712 112 |
||||||||||
|
Capital Expenditure |
1 |
573 441 |
1 |
352 298 |
1 |
351 900 |
1 |
552 012 |
1 |
421 512 |
1 |
430 912 |
1 |
669 909 |
1 |
643 457 |
1 |
643 457 |
|
|
% |
Capital Expenditure |
85.95% |
91.59% |
92.20% |
98.42% |
98, 42% |
|||||||||||||
119
6.2.19 FINANCIAL REPORTING
The NMBM received a qualified audit report for the 2017/18 financial year. The qualification was based on various grounds, for instance, the lack of adequate systems in place to identify and disclose all irregular expenditure incurred during the year, as required by Section 125(2)(d) (i) of the MFMA. The Municipality also did not bill for and record all revenue owing to it for services rendered, as required by SA Standard of GRAP 9, Revenue from exchange transactions (related to service charge revenue from the Assistance To The Poor (ATTP) subsidy).
The Municipality also did not adequately assess whether there were any indications that its expectations of the useful lives of intangible assets had changed, as required by SA Standard of GRAP 31. The Municipality did not assess whether there were any indications that its expectations about the useful lives of PPE had changed, as required by SA Standard of GRAP 17. An audit action plan has since been developed to address the issues raised by the Auditor-General, as with all previous audit reports. These action plans are monitored by the NMBM Internal Audit Division.
In order to improve the audit outcomes of the 2018/19 financial year, an interim financial statements (2018/19 financial year) circular was submitted to all directorates in March 2019. The 2017/18 Annual Financial Statements were presented to the Auditor-General on 31 August 2018, and the consolidated annual financial statements were presented to the Auditor-General on 30 September 2018. The Municipality compiles and submits all the required legislated financial reports, which include, inter alia, those reports required in terms of Sections 71, 52 (d) 72 and 121 of the MFMA.
6.2.20 Finance costs
All financing costs in terms of external loan funding agreements are serviced in terms of the relevant approved funding agreements.
120
6.2.21 Payments to service providers
All monies owing by the Municipality to service providers are paid in terms of Section 65 (2) (e) of the MFMA, unless there are delays resulting from various reasons on a case-by-case basis.
6.2.22 Funding of Capital Expenditure
The table below reflects the institution’s reliance on government grants in order to fulfill the mandate of providing services to the community:
TABLE 18: Funding of Capital Expenditure
|
Sources of funding |
2019/20 |
% |
2020/21 |
% |
2021/22 |
% |
|
Government Grants |
983,161 |
53.94 |
1,020,533 |
57.82 |
1,081,910 |
64.66 |
|
Other grants |
105,669 |
5.80 |
76,907 |
4.36 |
78,756 |
4.71 |
|
Borrowing |
286,370 |
15.71 |
235,943 |
13.37 |
80,000 |
4.78 |
|
Internal Funds |
447,515 |
24.55 |
431,716 |
24.46 |
432,531 |
25.85 |
|
Total Capital Funding |
1,822,714 |
100 |
1,765,100 |
100 |
1,673,197 |
100 |
|
6.2.23 Capital and Operating Spending Results |
121 |
||||||||||||||||
|
2014/15 |
2015/16 |
2016/17 |
|||||||||||||||
|
R thousand |
Budget |
Actual |
Audited |
Budget |
Actual |
Audited |
Budget |
Actual |
Audited |
||||||||
|
Operating Revenue |
8 |
291 268 |
8 |
179 284 |
8 |
179 284 |
9 |
388 921 |
8 |
797 972 |
8 |
797 972 |
9 |
401 671 |
8 |
991 343 |
8 991 343 |
|
% Operating Revenue |
98.65% |
93.71% |
95.64% |
||||||||||||||
|
Operating Expenditure |
8 |
757 794 |
8 |
192 029 |
8 |
192 029 |
9 |
321 591 |
8 |
765 724 |
8 |
765 724 |
9 |
823 533 |
9 |
292 077 |
9 823 533 |
|
% Operating Expenditure |
93.54% |
94.04% |
94.59% |
||||||||||||||
|
Net Surplus / (Deficit) |
(448,525) |
(12 745) |
(12 745) |
67 330 |
32 248 |
32 248 |
(421 861) |
(300 734) |
(421 861) |
||||||||
|
Capital Expenditure |
1 560 118 |
1 436 107 |
1 436 107 |
1 573 441 |
1 352 298 |
1 351 900 |
1 552 012 |
1 421 512 |
1 351 900 |
||||||||
|
% Capital Expenditure |
92.05% |
85.95% |
91.59% |
||||||||||||||
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CHAPTER 7:
SERVICE DELIVERY PLAN
This chapter deals with the implementation plan regarding the priorities raised at public meetings held with the residents of the Metro. Some of the decisions to prioritise projects or programmes are based on the prioritisation of the available budget and conditional funding received from other spheres of government.
Ward Councillors participated in bilateral meetings with Directorates and the Budget and Treasury Directorate to input on the areas that the budget under consideration must prioritise. This exercise went a long way in addressing issues of alignment between the priorities raised by local communities and budget allocation.
Furthermore, this Chapter also reflects the implementation of the political vision, realised and measured through a number of strategic outcomes, outputs and impact based key performance indicators.
Annexure A is a summary of what finally goes into municipal budgeting processes in the form of a Service Delivery and Budget Implementation Plan (SBDIP). Below are the municipal Directorates and their key mandates, as legislated:
7.1 Corporate Services
The Corporate Services Directorate is the primary custodian of all human resources policies and procedures within the institution. This Directorate is responsible for the implementation of an integrated ICT platform, which includes a Wi-Fi enabled environment, and for promoting and entrenching a performance-driven culture in the institution. Importantly, the Directorate provides communication initiatives and services to ensure that the public is well informed of municipal programmes, services and events.
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|
7.2 |
Infrastructure and Engineering |
|
7.2.1 |
Water and Sanitation |
The responsible delivery of water and sanitation services to residents of Nelson Mandela Bay is a key mandate of the institution, provided by way of managing the supply of water, treatment of water, bulk supply of water, distribution of water, wastewater collection and treatment of wastewater, which include the following:
the storage of water in 10 dams,
treatment of water at 8 water treatment works,
bulk supply of treated water via 650 km of large diameter pipelines to Metro boundaries into distribution reservoirs,
water distribution reticulation to all customers via 4 800 km water pipelines,
collection of wastewater via a 3 600 km pipework and pump stations,
treatment of sewage at 8 wastewater treatment plants for both domestic and industrial use,
monitoring trade effluent discharges; and
the relevant electrical and mechanical maintenance of plant / equipment.
The infrastructure described in general above is required to fulfill the key institutional mandate, namely to provide services to citizens and businesses located within the NMBM. In order to achieve this, the infrastructure must be maintained, rehabilitated and expanded, to keep up with the developmental needs of the NMBM. In doing so, appropriate technologies are constantly researched, as part of the upgrade / rehabilitation plans and integrated into water and sanitation delivery plans.
The provision of water and sanitation services, connectivity to services, the discharge of sewage into sewers, as well as water conservation measures, are governed by both national legislation (acts) and local legislation (By-laws). In support of these, the NMBM has approved a Waster Services Development Plan, a Water
124
Master Plan and a Sanitation Master Plan that plan the provision of infrastructure to meet the future needs of the metropolitan area.
The documents are planned for review, with the first to be reviewed the Water Services Development Plan, which should serve at Council during the first quarter of the financial year. Over the next 24 months, drafting for the revision of the Water and Sanitation Master Plans will commence.
Within the mandate of delivering water and sanitation services, three main areas need special mention:
The ongoing Water / Drought Disaster:
Although rains were experienced in September to November 2018, which resulted in the average dam levels increasing from around 17% to 54%, a 25% water restriction by Department of Water and Sanitation remains in place. The water situation remains critical and water consumption, which is on average 265 Ml/d, must be reduced to 250 Ml/d and below. In order to reduce water usage and ensure that the current available water is stretched to the next rainy season, the following is being carried out:
|
o |
Awareness of the need to reduce water usage. |
|
o |
Maximum use of the water from the Nooitgedagt Scheme. |
|
o |
Drilling of boreholes to supplement the available water. |
|
o |
Reducing water pressure to limit water losses and water use. |
|
o |
Desalination and / or water reuse installation. |
Water Losses:
Reducing water losses remains key in the provision of an effective and efficient service. Losses contribute negatively to the drought situation and also affect the income of the NMBM. In this regard, the NMBM has developed a Business Plan that governs efforts to reduce water losses. In reducing losses, key interventions include:
|
o |
Reticulation leaks repairs |
|
o |
ATTP leaks repairs |
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|
o |
Pressure management |
|
o |
Reservoir rehabilitation |
|
o |
Meter replacement |
|
o |
Pipe replacement |
|
o |
Zoning and night flow analysis |
With these building blocks in place, funding of the above initiatives is critically required to reduce water losses.
Bucket Eradication:
The NMBM has reduced the number of buckets being serviced in the NMBM from 8 562 in November 2017 to 6 936 in December 2018. The Bucket Eradication Programme, as approved by Council on 1 December 2016, is being implemented. Operationally, there might be some carry-over projects, especially in communities that are located on private land. A challenge remains with a number of communities who prefer to stay on the bucket system until houses are provided.
7.3 Electricity and Energy
The Electricity and Energy Directorate’s mandate is to provide a safe, reliable, environmentally friendly, sustainable and cost effective electricity supply to the residents of the Nelson Mandela Bay Municipality.
Key guidelines and strategic focus:
Ensure universal access to safe and reliable electricity supply to all the residents of the Nelson Mandela Bay Municipality.
Provide support to social and economical activities through capable and reliable electricity infrastructure.
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Focus on becoming a conduit to stimulate business investment and job creation in the energy sector.
Provide public lighting to all the areas in the Metro in order to improve the overall safety of the city.
Implement renewable energy and alternative energy technologies in order to ensure future sustainability.
Support and implement Smart City programmes to enable universal digital connectivity between all devices and communities, smart metering, measuring, monitoring of all municipal infrastructure and the future of electric vehicles.
Implement new lighting technologies and improve the public lighting network through enhancing light output, whilst reducing operating and maintenance costs.
Lead by example in implementing demand side management and energy efficient measures in an attempt to prevent and lessen the impact of national loadshedding requirements.
7.4 Economic Development, Tourism and Agriculture
This Directorate ensures that Local Economic Development helps communities to realise a lively, resilient and sustainable local economy to improve the quality of life of the City’s residents. This will be achieved by growing and diversifying the local economy through the attraction of new investment, skills development and the facilitation of an enabling environment for small business growth and job creation.
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7.5 Safety and Security
In an effort to ensure the safety of all communities and visitors, this Directorate aims to deliver well-resourced capacitated policing and emergency services, as well as sound infrastructure. The fight against drug and substance abuse is one of the key priorities of this Directorate.
7.6 Human Settlements
Nelson Mandela Bay still suffers from Apartheid-era spatial planning and many communities are therefore separated and secluded from the larger City. The Municipal Spatial Development Framework is under review to deal with such irregularities in spatial planning. This Directorate has plans in place aimed at upgrading informal settlements by delivering quality human settlements that give dignity to the residents of the Metro. Plans are also being initiated to respond to the issue of backyard dwellers.
7.7 Roads and Transport
An improved IPTS plays a critical role in improving connectivity and ensuring that people from different communities within the NMB travel easily throughout the City. The development of a maintenance plan for road networks in partnership with relevant Provincial and National Departments is an area that will be enhanced through the Intergovernmental Fora platforms the NMBM has created.
7.8 Sport, Recreation, Arts and Culture
SRAC plays an important role in offering quality facilities and events for the residents of the Metro. There is a structured maintenance programme in place to make sure that public sport and cultural facilities are in a safe and healthy state, for the benefit of all the residents who use such facilities.
7.9 Public Health
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The Municipality is mandated to provide public health services to all its inhabitants and occupational health, safety and wellness services to its employees. Public health services cover functional areas such as environmental management, waste management, parks and cemeteries, environmental health, occupational health, safety and wellness.
The Municipality is faced with the following public health and occupational health and safety challenges:
|
(a) |
Environmental impact challenges and the effects of climate change. |
|
(b) |
Illegal dumping. |
|
(c) |
Institutional Occupational Health and Safety Act legal compliance. |
|
(d) |
Proliferation of food safety risks, food fraud, counterfeit foodstuffs, including foodborne diseases. |
7.9.1 Integrated Sustainability Plan (ISP)
The Municipality has an Integrated Sustainability Plan (ISP) in place, adopted by Council on 2 July 2012. The ISP outlines the vision, priorities and commitments of the Municipality with regard to the management of the environment of the area within its jurisdiction.
The Constitution compels the Municipality to take reasonable steps to prevent pollution and ecological degradation, promote conservation and secure the ecologically sustainable development and use of natural resources. The Municipal Systems Act (Act 32 of 2002) and the National Environmental Management Act (NEMA) (Act 107 of 1998), as well as other specific Environmental Management Acts such as the Integrated Coastal Management Act (Act 24 of 2008), also place environmental responsibilities on the Municipality.
129
As an organ of state, the Municipality also has to ensure that all developments proposed by the Metro are done in an environmentally sensible and sustainable manner. This is to comply with the National Environmental Management Act (Act 107 of 1998) and the Environmental Impact Regulations of 2014 (Government Notice Regulation 982).
Environmental and Occupational Health and Safety legislative frameworks that impact significantly on the rolling out of services in the Municipality are:
|
(a) |
The National Environmental Management: Protected Areas Amendment Act, 2009 (Act No. 15 of 2009), which provides for the assignment and protection of national parks and nature reserves within municipal jurisdictions, including ecologically viable areas. |
|
(b) |
The National Environmental Management: Biodiversity Act, 2004 (Act No. 10 of 2004), which has reformed South African legislation on biodiversity. |
|
(c) |
The National Environmental Management: Air Quality Amended Act (Act No.39 of 2004), which has reformed legislation regulating air quality in order to protect the environment by providing reasonable measures for the prevention of pollution and ecological degradation and for securing ecologically sustainable development. |
|
(d) |
The National Environmental Management: Integrated Coastal Management Amended Act, 2008 (Act No. 24 of 2008), which has established a system of integrated coastal and estuarine management in the Republic. |
|
(e) |
The National Environmental Management: Waste Amended Act, 2008 (Act No. 59 of 2008), which regulates waste management to protect health and the environment by providing reasonable measures for the prevention of pollution and provides for national norms and standards for regulating the management of waste by all spheres of government. |
130
|
(f) |
The Water Services Act, 1997 (Act No. 108 of 1997) Section 156, gives municipalities the executive authority and responsibility to support and strengthen their capacity to manage their own affairs, to exercise their powers and perform their functions. |
|
(g) |
Occupational Health and Safety Act, 1993 (Act No. 85 of 1993) provides for the health and safety of persons at work. |
|
(h) |
Biodiversity: The NMBM is rich in biodiversity and ecological assets, which are rapidly being compromised due to unsustainable land–use practises, overgrazing, alien vegetation infestation, pollution and other environmental changes. |
|
(i) |
Coastal Management: The management of the City’s 102 kilometre Coastal Zone is undertaken under legislative mandates. |
|
7.9.2 |
Waste Management |
The objective of Waste Management Services is to provide quality sustainable waste management services to the residents of Nelson Mandela Bay, to ensure a clean and healthy environment by:
|
(a) |
rendering refuse collection services to all residents in terms of the National Environmental Management: Waste Management Act 59 of 2008; |
|
(b) |
providing a sufficient number of waste disposal facilities with sufficient capacity; |
|
(c) |
drafting and implementing a second generation integrated waste management plan for the NMBM, focusing on minimising the disposal of waste by the recycling of material. |
|
(d) |
perusing the latest technology on waste beneficiation. |
131
7.9.2.1 Levels and standards in Waste Management services:
a) Domestic waste collection:
Provision of a weekly kerbside collection service to formal residential properties within the urban edge.
Provision of a weekly communal collection service to informal residential areas that do not have proper road infrastructure access for refuse collection vehicles to provide a kerbside waste collection service.
Refuse bags are issued to households.
b) Trade waste collection:
Contractual services to business.
Frequency is dependent on client.
c) Cleansing services:
Removal of illegal dumping on municipal owned land.
Removal of dead carcasses (dogs, cats) in residential areas.
Manual and mechanical road / street sweeping.
Beach cleaning services.
Cleaning of various ablution facilities.
d) Waste Drop-off sites & transfer stations:
Development of a long-term master plan for the implementation of formal and informal waste drop-off sites.
Operation and maintenance of 19 formal waste drop-off sites transfer / garden waste sites and 33 informal sites.
Mainly used for garden and bulky waste.
Proper signage to indicate the types of waste acceptable.
Target for low-income areas: One centre for every 3 000 households in a proximity of 500 m.
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|
e) Waste disposal: |
||
|
Operation and maintenance of two permitted general waste landfill sites, |
||
|
fully compliant in terms of the permit conditions and applicable legislation (General Large B). |
||
|
571 482 tons of waste is disposed per annum i.e. |
||
|
o |
Koedoeskloof = 234 412 tons. |
|
|
o |
Arlington = 337 070 tons. |
|
|
7.9.3 Parks and Cemeteries |
||
The Municipality is committed to create and maintain landscaped areas, undeveloped municipal land within the urban footprint and cemeteries in a sustainable, aesthetic, eco-friendly and safe environment to enhance the marketability of the city and improve the quality of life for all the residents of the Metro.
7.9.4 HIV/AIDS /TB/ STI MULTI-SECTORAL RESPONSE SUB-DIRECTORATE
(2019/2020)
The Municipality is committed to ensure that HIV/AIDS, Tuberculosis (TB) National / Provincial Strategic Plan (2017 - 2021) objectives are mainstreamed externally and internally by all stakeholders of the Nelson Mandela Bay involved in the fight against HIV/AIDS and TB pandemic. Nationally, HIV/AIDS and TB are viewed not only as health issues, but also as socio-economic developmental and human rights issues. Local government has to champion the fight against the epidemic, plan an integrated approach that will mitigate the impact of HIV/AIDS, TB and create an enabling environment for economic and social development.
A multi-sectoral approach is imperative for the institution to succeed in reducing HIV/AIDS and Tuberculosis. Mainstreaming is everybody’s business. Therefore, there can be no mainstreaming without public participation, consultation and engagement of all stakeholders in the NMBM. This gives them better insight in and an understanding of the epidemic itself and knowledge on how to respond to it.
133
National HIV/AIDS, TB Plan (2017 -2021) aims to achieve its targets by:
Intensifying the focus on geographical areas and populations mostly affected by the epidemic.
Using a combination of interventions that have proved to deliver high impact.
Strengthening systems and initiating processes to provide the foundation necessary for higher performance.
Protect human rights and fight unlawful discrimination and inequality.
The 8 Goals of National Strategic Plan 2017-2021 are as follows:
Goal 1. Accelerate prevention in order to reduce new HIV/TB infections. Goal 2. Reduce illness and death by providing treatment, care and adherence support for all. Goal 3. Reach all key and vulnerable populations with comprehensive, customised and targeted interventions Goal 4: Address social and structural drivers of HIV/TB infection and STIs. Goal 5: Ground response to HIV/TB STIs in human rights principles. Goal 6: Promote leadership at all levels and shared accountability for sustainable response to HIV, TB and STIs. Goal 7: Mobilise resources to support the achievement of NSP Goals and ensure a sustainable response. Goal 8: Strengthen strategic information to drive progress of achieving NSP goals.
7.10 Chief Operating Officer
The Office of the Chief Operating Officer is tasked to deal with governance issues in support of the Office of the City Manager. Issues such as Integrated Development Planning, Built Environment Performance Plan, Policy and Strategy, Intergovernmental Relations, Risk Management, Legal Services, Performance Management and Monitoring and Evaluation fall within the ambit of this Office. This Office is also responsible for the coordination and compilation of the Annual Report and for responding to Auditor-General related matters on behalf of the Office of the City Manager.
134
2019/20 REVISED IDP INDICATORS
STRATEGIC OBJECTIVE 1.1
Transform the institutional systems, processes and organisational structure to one of high performance in order to effectively deliver basic services
|
KPA |
OUTCOME |
NT REF |
YEAR 2 |
YEAR 3 |
YEAR 4 |
YEAR 5 |
||
|
KPE |
INDICATORS |
BASELINE |
TARGET |
TARGET |
TARGET |
TARGET |
||
|
(IDP) |
(2018/19) |
(2019/20) |
(2020/21) |
(2021/22) |
||||
|
KPI 1 % achievement of the Mandela Bay Development Agency's Key Performance Indicators reflected in the Mandela Bay Development Agency Business Plan |
52.94% |
|||||||
|
KPA 1: BASIC SERVICE DELIVERY |
Mandela Bay Development Agency |
achievement of the MBDA KPIs reflected in the |
||||||
|
MBDA Performance Scorecard |
||||||||
|
N/A |
80% |
80% |
80% |
80% |
||||
|
(Validated for the period 01 July 2018 – 31 December 2019) |
||||||||
|
KPA 1: BASIC SERVICE DELIVERY |
Improved access to sanitation |
KPI 2 |
||||||
|
Percentage of households with access to basic water supply |
98% |
|||||||
|
WS2.1 |
(2017/18) |
98% |
98% |
98% |
98% |
135
|
KPA |
OUTCOME |
NT REF |
YEAR 2 |
YEAR 3 |
YEAR 4 |
YEAR 5 |
||
|
KPE |
INDICATORS |
BASELINE |
TARGET |
TARGET |
TARGET |
TARGET |
||
|
(IDP) |
(2018/19) |
(2019/20) |
(2020/21) |
(2021/22) |
||||
|
KPA 1: BASIC SERVICE DELIVERY |
Public Accountability and Customer Care |
KPI 3 % of basic service delivery (water, sanitation, electricity, roads and stormwater) complaints/faults reported through the 080 020 5050 hotline and responded to within the required timeframes as per service delivery standards |
||||||
|
75% |
80% |
85% |
90% |
|||||
|
N/A |
New Indicator |
reported |
reported |
reported |
reported |
|||
|
KPA 1: BASIC SERVICE DELIVERY |
Improved quality of water and sanitation services (revised from continuity of services) |
KPI 4 |
675 |
|||||
|
Frequency of |
(Number of sewer blockages in relation to total sewer length of 3 900 km) |
|||||||
|
sewer blockages |
WS3.1 |
708 |
650 |
600 |
550 |
136
|
KPA |
OUTCOME |
NT REF |
YEAR 2 |
YEAR 3 |
YEAR 4 |
YEAR 5 |
||
|
KPE |
INDICATORS |
BASELINE |
TARGET |
TARGET |
TARGET |
TARGET |
||
|
(IDP) |
(2018/19) |
(2019/20) |
(2020/21) |
(2021/22) |
||||
|
KPA 1: BASIC SERVICE DELIVERY |
Improved quality of water and sanitation services (revised from continuity of services) |
65 |
||||||
|
KPI 5 |
WS3.2 |
(Number of main failures in relation to total mains length of 4 900 km) |
||||||
|
Frequency of |
69 |
60 |
55 |
50 |
||||
|
mains failures |
||||||||
|
KPA 1: BASIC SERVICE DELIVERY |
Improved quality of water and sanitation services (revised from continuity of services) |
KPI 6 |
||||||
|
Frequency of |
WS3.3 |
15 |
13 |
12 |
10 |
8 |
||
|
unplanned water |
||||||||
|
service |
||||||||
|
interruptions |
137
|
KPA |
OUTCOME |
NT REF |
YEAR 2 |
YEAR 3 |
YEAR 4 |
YEAR 5 |
|||
|
KPE |
INDICATORS |
BASELINE |
TARGET |
TARGET |
TARGET |
TARGET |
|||
|
(IDP) |
(2018/19) |
(2019/20) |
(2020/21) |
(2021/22) |
|||||
|
KPA 1: BASIC SERVICE DELIVERY |
Improved quality of water (including |
KPI 7 |
|||||||
|
wastewater) |
Percentage of |
WS4.1 |
|||||||
|
Drinking Water |
99% |
100% |
100% |
100% |
100% |
||||
|
Compliance to |
|||||||||
|
SANS241 |
|||||||||
|
KPA 1: BASIC SERVICE DELIVERY |
|||||||||
|
KPI 8 |
|||||||||
|
Percentage of |
|||||||||
|
wastewater |
|||||||||
|
samples |
WS4.2 |
||||||||
|
75% |
75% |
80% |
85% |
85% |
|||||
|
Improved quality of water (including wastewater) |
compliant to |
||||||||
|
water use |
|||||||||
|
license |
|||||||||
|
conditions |
|||||||||
|
KPA 1: BASIC SERVICE DELIVERY |
|||||||||
|
Improved water sustainability |
KPI 9 |
||||||||
|
Percentage of |
WS5.1 |
42.2% |
40% |
37% |
35% |
30% |
|||
|
non-revenue |
|||||||||
|
water |
|||||||||
138
|
KPA |
OUTCOME |
NT REF |
YEAR 2 |
YEAR 3 |
YEAR 4 |
YEAR 5 |
|||
|
KPE |
INDICATORS |
BASELINE |
TARGET |
TARGET |
TARGET |
TARGET |
|||
|
(IDP) |
(2018/19) |
(2019/20) |
(2020/21) |
(2021/22) |
|||||
|
KPA 1: BASIC SERVICE DELIVERY |
Improved water sustainability |
||||||||
|
KPI 10 |
WS5.2 |
533 Litres per connection per day resulting in 39.9% losses |
500 Litres per connection per day resulting in 37% losses |
475 Litres per connection per day resulting in 34% losses |
475 Litres per connection per day resulting in 34% losses |
475 Litres per connection per day resulting in 34% losses |
|||
|
Total water |
|||||||||
|
losses |
|||||||||
|
KPA 1: BASIC SERVICE DELIVERY |
0.02 |
||||||||
|
Improved |
energy |
KPI 11 Road transport |
EE4.3 |
(2016 National |
0.025 |
0.028 |
0.03 |
0.035 |
|
|
fuel usage |
|||||||||
|
fuel usage per capita |
statistics) |
||||||||
|
KPA 1: BASIC SERVICE DELIVERY |
Modal shift of weekday trips (including education trips) from private to public transport and non-motorised |
KPI 12 Non-motorised transport (NMT) paths and lanes as a percentage of the total municipal road network length |
0.15% of Non- motorised transport (NMT) paths (4,75KM as a percentage of total municipal road network length) |
0.13% of Non- motorised transport (NMT) paths (4KM as a percentage of total municipal road network length) |
0.12% of Non- motorised transport (NMT) paths (3,8KM as a percentage of total municipal road network length) |
0.12% of Non- motorised transport (NMT) paths (3,6KM as a percentage of total municipal road network length) |
0.11% of Non- motorised transport (NMT) paths (3,4KM as a percentage of total municipal road network length) |
||
|
TR 1.2 |
|||||||||
139
|
KPA |
OUTCOME |
NT REF |
YEAR 2 |
YEAR 3 |
YEAR 4 |
YEAR 5 |
|||
|
KPE |
INDICATORS |
BASELINE |
TARGET |
TARGET |
TARGET |
TARGET |
|||
|
(IDP) |
(2018/19) |
(2019/20) |
(2020/21) |
(2021/22) |
|||||
|
KPA 1: BASIC SERVICE |
DELIVERY Improved affordability of public transport |
KPI 13 Percentage share of monthly household income spent on public transport, for households using public transport |
TR2.1 |
20% |
20% |
20% |
20% |
20% |
|
|
KPA 1: BASIC SERVICE DELIVERY |
Improved water sustainability |
105 litres per capita per day |
|||||||
|
KPI 14 Total per capita |
WS5.3 |
(Validated for the period 01 July 2018 to 31 December 2018) |
250 litres per capita per day |
240 litres per capita per day |
230 litres per capita per day |
220 litres per capita per day |
|||
|
consumption of water |
|||||||||
|
KPA 1: BASIC |
SERVICE Improved water sustainability |
KPI 15 |
|||||||
|
Percentage |
WS5.4 |
4% |
4% |
4% |
5% |
7.5% |
|||
|
water reused |
|||||||||
|
KPA 1: BASIC SERVICE |
DELIVERY Improved satisfaction with public transport services |
KPI 16 Percentage of respondents indicating that they believe public transport to be "safe" |
TR4.1 |
New Indicator |
50% |
55% |
60% |
65% |
|
|
KPA 1: BASIC SERVICE |
Improved satisfaction with public transport services |
KPI 17 Percentage of respondents indicating that they believe public transport to be "reliable" |
|||||||
|
DELIVERY |
TR4.2 |
New Indicator |
50% |
55% |
60% |
65% |
|||
140
|
KPA |
OUTCOME |
NT REF |
YEAR 2 |
YEAR 3 |
YEAR 4 |
YEAR 5 |
||
|
KPE |
INDICATORS |
BASELINE |
TARGET |
TARGET |
TARGET |
TARGET |
||
|
(IDP) |
(2018/19) |
(2019/20) |
(2020/21) |
(2021/22) |
||||
|
KPA 1: BASIC SERVICE DELIVERY |
Improved affordability of electricity |
KPI 18 Households receiving Free Basic Electricity as a percentage of all households with electricity connections |
EE2.1 |
23.42% |
24% |
25% |
26% |
27% |
|
KPA 1: BASIC SERVICE DELIVERY |
Improved affordability of electricity |
KPI 19 Percentage of low-income households that spend more than 10% of their monthly income on electricity |
2.23% |
|||||
|
EE2.2 |
(Validated for the period 1 July 2018 - 31 December 2018) |
5% |
4.9% |
4.5% |
4.3% |
|||
|
KPA 1: BASIC SERVICE DELIVERY |
Improved access to electricity |
KPI 20 |
||||||
|
Percentage of |
EE1.1 |
88.9% |
||||||
|
households with |
89% |
84% |
92% |
94% |
||||
|
access to electricity |
(2017/18 STASSA Figures) |
141
|
KPA |
OUTCOME |
NT REF |
YEAR 2 |
YEAR 3 |
YEAR 4 |
YEAR 5 |
|||
|
KPE |
INDICATORS |
BASELINE |
TARGET |
TARGET |
TARGET |
TARGET |
|||
|
(IDP) |
(2018/19) |
(2019/20) |
(2020/21) |
(2021/22) |
|||||
|
KPI 21 |
Accurate |
||||||||
|
System Average |
EE3.1 |
reporting |
|||||||
|
Interruption |
New Indicator |
system |
90min |
85min |
80min |
||||
|
Duration Index |
implemented |
||||||||
|
KPA 1: BASIC SERVICE DELIVERY |
|||||||||
|
Improved |
reliability of |
||||||||
|
KPI 22 |
|||||||||
|
Customer Average Interruption Duration Index |
EE3.2 |
New Indicator |
Accurate reporting system implemented |
485min |
437min |
392min |
|||
|
KPA 1: BASIC SERVICE DELIVERY |
Budget |
Audit to determine the number of all streetlights and all faulty streetlights within Nelson Mandela Bay conducted |
|||||||
|
KPI23 |
motivation |
||||||||
|
reliability of |
Total number of faulty street lights repaired in relation to total number of all streetlights |
approved |
|||||||
|
Improved |
Targets will be set in line with the outcome of the 2019/20 audit. |
||||||||
|
N/A |
New Indicator |
And |
|||||||
|
Service |
|||||||||
|
provider |
|||||||||
|
appointed |
|||||||||
|
KPA 1: BASIC SERVICE |
DELIVERY Improved reliability of |
KPI 24 |
Accurate |
||||||
|
System Average |
EE3.3 |
New Indicator |
reporting |
0.15 |
0.12 |
0.11 |
|||
|
Interruption |
system |
||||||||
|
Frequency Index |
implemented |
||||||||
142
|
KPA |
OUTCOME |
NT REF |
YEAR 2 |
YEAR 3 |
YEAR 4 |
YEAR 5 |
||||
|
KPE |
INDICATORS |
BASELINE |
TARGET |
TARGET |
TARGET |
TARGET |
||||
|
(IDP) |
(2018/19) |
(2019/20) |
(2020/21) |
(2021/22) |
||||||
|
KPA 1: BASIC |
KPI 25 |
|||||||||
|
SERVICE Improved reliability of |
Customer Average Interruption Frequency Index |
EE3.4 |
New Indicator |
Accurate reporting system implemented |
1.200 |
1.000 |
0.900 |
|||
|
KPA 1: BASIC SERVICE |
DELIVERY |
Improved |
KPI 26 Renewable energy capacity available within the municipal jurisdiction as a percentage of Eskom supply capacity to the municipality |
|||||||
|
energy |
EE4.1 |
New Indicator |
1.5% |
1.75% |
2% |
2.5% |
||||
|
KPA 1: BASIC SERVICE DELIVERY |
KPI 27 |
|||||||||
|
Improved |
energy |
Percentage total |
EE4.4 |
13.95% |
12.8% |
11.8% |
10.8% |
10% |
||
|
electricity losses |
||||||||||
|
KPA 1: BASIC SERVICE DELIVERY |
Minimised |
solid waste |
KPI 28 Tonnes of municipal solid waste sent to landfill per capita |
ENV2.1 |
0.03 tonnes |
0.34 tonne |
0.5 tonnes |
0.5 tonnes |
0.5 tonnes |
|
143
|
KPA |
OUTCOME |
NT REF |
YEAR 2 |
YEAR 3 |
YEAR 4 |
YEAR 5 |
||||
|
KPE |
INDICATORS |
BASELINE |
TARGET |
TARGET |
TARGET |
TARGET |
||||
|
(IDP) |
(2018/19) |
(2019/20) |
(2020/21) |
(2021/22) |
||||||
|
KPA 1: BASIC SERVICE DELIVERY |
solid waste |
KPI 29 Tonnes of |
0.24 tonnes |
|||||||
|
New Indicator |
(Validated for the period 1 July 2018 - 31 December 2018) |
0.48 tonnes |
0.72 |
tonnes |
0.96 tonnes |
|||||
|
Minimised |
municipal solid waste diverted from landfill per capita |
ENV2.2 |
||||||||
|
KPA 1: BASIC SERVICE DELIVERY |
Minimised |
solid waste |
KPI 30 Total collected municipal solid waste per capita |
ENV2.3 |
0.19 tonnes |
1 tonne |
1.5 tonnes |
1.75 |
tonnes |
2 tonnes |
|
KPA 1: BASIC SERVICE DELIVERY |
Effective Waste Management |
KPI 31 |
||||||||
|
Percentage of households with basic refuse |
ENV3.1 |
87% (2017/18 STASSA Figures) |
87% |
89% |
90% |
92% |
||||
|
removal |
||||||||||
|
services or |
||||||||||
|
better |
||||||||||
144
|
KPA |
OUTCOME |
NT REF |
YEAR 2 |
YEAR 3 |
YEAR 4 |
YEAR 5 |
||
|
KPE |
INDICATORS |
BASELINE |
TARGET |
TARGET |
TARGET |
TARGET |
||
|
(IDP) |
(2018/19) |
(2019/20) |
(2020/21) |
(2021/22) |
||||
|
KPA 1: BASIC SERVICE DELIVERY |
Effective Waste Management |
KPI 32 Waste removal complaints due to non-collection as a percentage of total consumer units/billed accounts |
||||||
|
0.02% |
||||||||
|
ENV3.2 |
(Validated for the period 1 July 2018 - 31 December 2018) |
0.03% |
0.03% |
0.03% |
0.03% |
|||
|
KPA 1: BASIC SERVICE DELIVERY |
Improved quality of municipal road network |
|||||||
|
KPI 33 |
||||||||
|
Percentage of |
10% |
|||||||
|
fatal crashes |
||||||||
|
attributed to |
TR6.1 |
(71 Fatal crashes reported for 2017/18) |
≤10% |
≤9.5% |
≤9% |
≤8.5% |
||
|
road and environmental |
||||||||
|
factors |
||||||||
|
KPA 1: BASIC SERVICE DELIVERY |
A robust, well maintained road and stormwater network |
|||||||
|
KPI 34 |
||||||||
|
Percentage of |
||||||||
|
overall municipal |
N/A |
16.60% |
16.60% |
16.60% |
16.60% |
16.60% |
||
|
road network |
||||||||
|
that is |
||||||||
|
unsurfaced |
145
|
KPA |
OUTCOME |
NT REF |
YEAR 2 |
YEAR 3 |
YEAR 4 |
YEAR 5 |
||||
|
KPE |
INDICATORS |
BASELINE |
TARGET |
TARGET |
TARGET |
TARGET |
||||
|
(IDP) |
(2018/19) |
(2019/20) |
(2020/21) |
(2021/22) |
||||||
|
KPI 35 |
TR7.1 |
|||||||||
|
KPA 1: BASIC SERVICE |
Road Traffic |
12.98 : |
12.83 : |
12.67 : |
12.50 : |
12.35 : 100 000 |
||||
|
Traffic Services |
Fatalities Per |
100 000 |
100 000 |
100 000 |
100 000 |
|||||
|
DELIVERY |
100 |
000 |
||||||||
|
Population |
(Population NMBM = 1, 263,051 Census 2016, Deaths 2017/18=164) |
(Population NMBM = 1, |
(Population NMBM = 1, |
(Population NMBM = 1, |
(Population NMBM = 1, |
|||||
|
263,051 Census 2016, Deaths= 162) |
263,051 Census 2016, Deaths= 160) |
263,051 Census 2016, Deaths= 158) |
263,051 Census 2016, |
|||||||
|
KPA 1: BASIC SERVICE DELIVERY |
Improved quality of municipal road network |
KPI 36 Average number of fatalities per fatal crash |
TR7.2 |
1.3 |
<5 |
<1.3 |
<1.3 |
<1.3 |
||
|
KPA 5: GOOD GOVERNANCE AND |
Improved Council and administrative functionality |
KPI 37 |
||||||||
|
PUBLIC PARTICIPATION |
Functionality of |
|||||||||
|
prescribed |
||||||||||
|
municipal |
GG 4.2 |
|||||||||
|
structures (as |
85% |
90% |
90% |
90% |
90% |
|||||
|
defined in |
||||||||||
|
Municipal |
||||||||||
|
Structures Act |
||||||||||
|
117 |
of 1998) |
|||||||||
|
Baseline |
||||||||||
|
KPA 1: BASIC SERVICE DELIVERY |
Public Accountability and Customer Service |
analysis to |
||||||||
|
KPI 38 Average queue waiting time at municipal service centres (customer care, traffic and licensing) |
determine |
|||||||||
|
average |
||||||||||
|
Budget |
queue waiting |
|||||||||
|
motivation |
time in |
Target will be determined once baseline analysis on average queue waiting time has been determined |
||||||||
|
N/A |
New Indicator |
submitted to |
customer care |
|||||||
|
implement |
centres and |
|||||||||
|
Indicator |
traffic and |
|||||||||
|
licencing |
||||||||||
|
service |
||||||||||
|
centres |
||||||||||
|
conducted |
||||||||||
146
|
KPA |
OUTCOME |
NT REF |
YEAR 2 |
YEAR 3 |
YEAR 4 |
YEAR 5 |
||
|
KPE |
INDICATORS |
BASELINE |
TARGET |
TARGET |
TARGET |
TARGET |
||
|
(IDP) |
(2018/19) |
(2019/20) |
(2020/21) |
(2021/22) |
||||
|
KPA 2: MUNICIPAL INSTITUTIONAL DEVELOPMENT AND |
TRANSFORMATION Enhancement of Municipal Computer systems and Software |
|||||||
|
KPI 39 Percentage of users migrated from Novell to Microsoft |
N/A |
New Indicator |
5% |
20% |
70% |
100% |
147
Strategic Objective 1.2
Ensure that the municipality is staffed throughout with a motivated, committed and capable workforce
|
OUTCOME |
NT REF |
YEAR 2 |
YEAR 3 |
YEAR 4 |
YEAR 5 |
|||
|
KPA |
KPE |
INDICATORS |
BASELINE |
TARGET |
TARGET |
TARGET |
TARGET |
|
|
(IDP) |
(2018/19) |
(2019/20) |
(2020/21) |
(2021/22) |
||||
|
KPA 4: MUNICIPAL FINANCIAL VIABILITY AND MANAGEMENT |
Institutional human resources capacity, compliance, capability and excellence |
KPI 40 % of the Municipality's budget actually spent on implementing its Workplace Skills Plan |
0.069% |
|||||
|
N/A |
(2016/17) |
0.08% |
0.08% |
0.08% |
0.08% |
|||
|
KPA 2: MUNICIPAL INSTITUTIONAL DEVELOPMENT AND TRANSFORMATION |
Institutional human resources capacity, compliance, capability and excellence |
NMBM |
||||||
|
Performance |
||||||||
|
KPI 41 Implementation of Performance Management System for all |
N/A |
Management System cascaded to Assistant Director Level (2017/18) |
NMBM Performance Management System cascaded to Grade 14 |
NMBM Performance Management System cascaded to Grade 14 |
NMBM Performance Management System cascaded to |
NMBM Performance Management System cascaded to |
||
|
employees in NMBM |
Grade 12 |
Grade 10 |
Strategic Objective 1.3
KPA
KPE
OUTCOME
INDICATORS
(IDP)
148
Ensure financial prudence and transparent governance and work towards eradicating corruption
NT REF
|
YEAR 2 |
YEAR 3 |
YEAR 4 |
YEAR 5 |
|
|
BASELINE |
TARGET |
TARGET |
TARGET |
TARGET |
|
(2018/19) |
(2019/20) |
(2020/21) |
(2021/22) |
|
149 |
|||||||||||||||
|
KPA 5: GOOD GOVERNANCE AND PUBLIC |
|||||||||||||||
|
PARTICIPATION |
More effective city administration |
Qualified Audit |
Unqualified |
Unqualified |
Clean audit |
Clean audit |
|||||||||
|
GG 3.1 |
audit report |
audit report |
report |
report |
|||||||||||
|
KPI 42 Audit Opinion |
Opinion in respect of 2016/17 |
received from the Auditor General |
received from the Auditor General |
received from the Auditor General |
received from the Auditor General |
||||||||||
|
KPA 5: GOOD GOVERNANCE AND PUBLIC PARTICIPATION |
Zero tolerance of fraud and corruption |
KPI 43 |
|||||||||||||
|
Number of |
1.3 alleged cases per 100 000 population (population as per Stats SA) |
1.022 alleged cases per 100 000 population (population as per Stats SA) |
0.77 alleged cases per 100 000 population (population as per Stats SA) |
0.62 alleged cases per 100 000 population (population as per Stats SA) |
0.47 alleged cases per 100 000 population (population as per Stats SA) |
||||||||||
|
alleged fraud |
|||||||||||||||
|
and |
GG 5.1 |
||||||||||||||
|
corruption |
|||||||||||||||
|
cases |
|||||||||||||||
|
reported per |
|||||||||||||||
|
100 000 |
|||||||||||||||
|
population |
(16.42 cases) |
(12.91 cases) |
(9.73 cases) |
(7.83 cases) |
(5.94 cases) |
||||||||||
|
OUTCOME |
NT REF |
YEAR 2 |
YEAR 3 |
YEAR 4 |
YEAR 5 |
||||||||||
|
KPA |
KPE |
INDICATORS |
BASELINE |
TARGET |
TARGET |
TARGET |
TARGET |
||||||||
|
(IDP) |
(2018/19) |
(2019/20) |
(2020/21) |
(2021/22) |
|||||||||||
|
150 |
||||||||||
|
OUTCOME |
NT REF |
YEAR 2 |
YEAR 3 |
YEAR 4 |
YEAR 5 |
|||||
|
KPA |
KPE |
INDICATORS |
BASELINE |
TARGET |
TARGET |
TARGET |
TARGET |
|||
|
(IDP) |
(2018/19) |
(2019/20) |
(2020/21) |
(2021/22) |
||||||
|
KPA 5: GOOD GOVERNANCE AND PUBLIC PARTICIPATION |
Zero tolerance of fraud and |
KPI 44 |
||||||||
|
Number of |
0.4 number of dismissals per 100 000 population |
0 number of dismissals per 100 000 population |
0 number of dismissals per 100 000 population (population as per Stats SA) |
0 number of dismissals per 100 000 population |
||||||
|
corruption |
dismissals for fraud and corruption per 100 000 |
GG 5.2 |
0 number of dismissals per 100 000 population |
|||||||
|
population |
(population as per Stats SA) |
(population as per Stats SA) |
(population as per Stats SA) |
(population as per Stats SA) |
||||||
|
KPA 5: GOOD GOVERNANCE AND PUBLIC PARTICIPATION |
Zero tolerance of fraud and corruption |
KPI 45 Number of convictions for bribery and/or corruption by city officials per 100 000 population |
0 convictions per |
0 convictions per 100 000 population (population as per Stats SA) |
||||||
|
GG 5.3 |
0.2 convictions per 100 000 population (population as per Stats SA) |
100 |
000 |
0 convictions per 100 000 population (population as per Stats SA) |
0 convictions per 100 000 population (population as per Stats SA) |
|||||
|
population (population as per Stats SA) |
||||||||||
|
KPA 4: MUNICIPAL FINANCIAL VIABILITY AND MANAGEMENT |
Sound financial management |
KPI 46 % of the Municipality’s Capital Budget actually spent |
91.60% |
|||||||
|
N/A |
(2016/17) |
95% |
95% |
95% |
95% |
|||||
|
151 |
||||||||
|
OUTCOME |
NT REF |
YEAR 2 |
YEAR 3 |
YEAR 4 |
YEAR 5 |
|||
|
KPA |
KPE |
INDICATORS |
BASELINE |
TARGET |
TARGET |
TARGET |
TARGET |
|
|
(IDP) |
(2018/19) |
(2019/20) |
(2020/21) |
(2021/22) |
||||
|
KPA 4: MUNICIPAL FINANCIAL VIABILITY AND MANAGEMENT |
||||||||
|
KPI47 |
||||||||
|
Sound financial management |
Total rental fleet cost as a percentage of the sum of the operating cost of existing fleet and procurement of additional fleet |
Cost benefit analysis on the in-sourcing of municipal rental fleet conducted |
||||||
|
N/A |
New Indicator |
28.54% |
Targets will be set in line with the outcome of the 2019/20 cost benefit analysis on the outsourcing of Municipal Fleet. |
|||||
|
(CM / I&E) |
||||||||
|
KPA 4: MUNICIPAL FINANCIAL VIABILITY AND MANAGEMENT |
||||||||
|
Sound financial management |
KPI 48 % of the Municipality’s approved Operating Budget spent on repairs and maintenance |
N/A |
3.6% |
4.5% |
4.5% |
4.5% |
4.5% |
|
|
152 |
||||||||
|
OUTCOME |
NT REF |
YEAR 2 |
YEAR 3 |
YEAR 4 |
YEAR 5 |
|||
|
KPA |
KPE |
INDICATORS |
BASELINE |
TARGET |
TARGET |
TARGET |
TARGET |
|
|
(IDP) |
(2018/19) |
(2019/20) |
(2020/21) |
(2021/22) |
||||
|
KPA 4: MUNICIPAL FINANCIAL VIABILITY AND MANAGEMENT |
Sound financial management |
KPI 49 |
R109 766 902 |
Cost benefit analysis |
Rand value target to be informed by the outcome of the cost benefit analysis |
Rand value target to be informed by the outcome of the cost benefit analysis |
||
|
Value spent on outsourced |
(2016/17) |
conducted on 2 outsource/insource |
Rand value target to be informed by the outcome of the cost benefit analysis |
|||||
|
N/A |
R111 886 629 |
|||||||
|
professional / consultancy services |
(2017/18) |
professional / consultancy services |
||||||
|
KPA 4: MUNICIPAL FINANCIAL VIABILITY AND MANAGEMENT |
Sound financial management |
KPI 50 |
67.59% |
|||||
|
Percentage |
(Validated for the period 1 July 2018 to 31 December |
|||||||
|
of municipal |
N/A |
74% |
74% |
75% |
76% |
|||
|
account |
||||||||
|
holders using |
||||||||
|
e-commerce |
2018) |
|||||||
|
KPA 4: MUNICIPAL FINANCIAL VIABILITY AND MANAGEMENT |
||||||||
|
Sound financial management |
KPI 51 |
|||||||
|
Credit rating |
Baa3 |
|||||||
|
N/A |
(Stable)/Aaa.za |
Aaa.za |
Aaa.za |
Aaa.za |
Aaa.za |
|||
153
STRATEGIC OBJECTIVE 2.1
Grow and diversify the local economy through the attraction of new investment, skills development and facilitation of an enabling environment for small business growth and job creation.
|
OUTCOME |
NT REF |
YEAR 2 |
YEAR 3 |
YEAR 4 |
YEAR 5 |
|||
|
KPA |
KPE |
INDICATORS |
BASELINE |
TARGET |
TARGET |
TARGET |
TARGET |
|
|
(IDP) |
(2018/19) |
(2019/20) |
(2020/21) |
(2021/22) |
||||
|
KPA 3: LOCAL ECONOMIC DEVELOPMENT |
More effective poverty alleviation |
KPI 52 Percentage of all qualifying households in the municipal area classified as indigent |
25% |
|||||
|
GG 6.1 |
(Validated for the period 1 July 2018 to 31 December 2018) |
27.5% |
27% |
26.5% |
26% |
|||
|
KPA 3: LOCAL ECONOMIC DEVELOPMENT |
36.6% |
|||||||
|
Economic empowerment |
KPI 53 |
(aggregate) |
36.4% |
36.2% |
36% |
35.8% |
||
|
Unemployment |
N/A |
|||||||
|
rate |
||||||||
|
47.3% |
||||||||
|
(youth) |
47.1% |
46.9% |
46.7% |
46.5% |
||||
|
KPA 3: LOCAL ECONOMIC DEVELOPMENT |
||||||||
|
Tourism development |
KPI 54 GDP contribution of the local tourism sector per year |
|||||||
|
N/A |
7.10% |
8% |
8.5% |
9% |
9.5% |
154
|
OUTCOME |
NT REF |
YEAR 2 |
YEAR 3 |
YEAR 4 |
YEAR 5 |
|||
|
KPA |
KPE |
INDICATORS |
BASELINE |
TARGET |
TARGET |
TARGET |
TARGET |
|
|
(IDP) |
(2018/19) |
(2019/20) |
(2020/21) |
(2021/22) |
||||
|
KPA 3: LOCAL ECONOMIC DEVELOPMENT |
||||||||
|
Improved Gross Domestic Product |
||||||||
|
KPI 55 Percentage revenue growth of SMME’s receiving assistance |
N/A |
New Indicator |
Targets will be set in line with Statistics sourced from SEDA after the 2019/20 SEDA statistical annual report has been finalised. |
|||||
|
KPA 3: LOCAL ECONOMIC DEVELOPMENT |
Improved Gross Domestic Product |
KPI 56 Value of new and expansion investments attracted in the Nelson Mandela Bay through the investment incentive programme |
N/A |
R100 million |
R110 million |
R135 million |
R160 million |
R200 million |
|
KPA 3: LOCAL ECONOMIC DEVELOPMENT |
Improved Gross Domestic Product |
KPI 57 Value of export contracts facilitated within the NMBM |
N/A |
R25 million (Validated for the period 1 July 2018 to 31 December 2018) |
R3 million |
R3 million |
R3 million |
R3 million |
155
|
OUTCOME |
NT REF |
YEAR 2 |
YEAR 3 |
YEAR 4 |
YEAR 5 |
|||
|
KPA |
KPE |
INDICATORS |
BASELINE |
TARGET |
TARGET |
TARGET |
TARGET |
|
|
(IDP) |
(2018/19) |
(2019/20) |
(2020/21) |
(2021/22) |
||||
|
KPA 3: LOCAL ECONOMIC DEVELOPMENT |
Improved Gross Domestic Product |
KPI 58 % contribution to the GDP of the Clusters targeted for development as per the NMBM Economic Growth and Development Plan |
N/A |
New Indicator |
46% |
48% |
50% |
52% |
|
KPA 3: LOCAL ECONOMIC DEVELOPMENT |
Coastal resources maintained and amenities improved |
KPI 59 |
||||||
|
Recreational |
ENV5.1 |
100% |
100% |
100% |
100% |
100% |
||
|
water quality |
||||||||
|
KPA 4: MUNICIPAL FINANCIAL VIABILITY AND MANAGEMENT |
Audience Development and Mainstreaming of Arts and |
R82 |
||||||
|
KPI 61 Average cost of library services per library access |
N/A |
(Ratio of total annual libraries Operational Budget: Total annual library visits) |
R80 |
R78 |
R76 |
R74 |
156
|
OUTCOME |
NT REF |
YEAR 2 |
YEAR 3 |
YEAR 4 |
YEAR 5 |
|||
|
KPA |
KPE |
INDICATORS |
BASELINE |
TARGET |
TARGET |
TARGET |
TARGET |
|
|
(IDP) |
(2018/19) |
(2019/20) |
(2020/21) |
(2021/22) |
||||
|
KPA 1: BASIC SERVICE DELIVERY |
Climate change mitigated and adapted to |
KPI 60 |
||||||
|
Green House Gas emissions per capita |
5.2 MTCO2e |
5.0 |
||||||
|
ENV6.1 |
New Indicator |
(2012) |
5.2 MTCO2e |
5.1 MTCO2e |
MTCO2e |
|||
|
An Enabling Environment to do Business in Nelson Mandela Bay |
Budget |
|||||||
|
KPA 1: BASIC SERVICE DELIVERY |
application |
|||||||
|
submitted |
||||||||
|
KPI 62 |
52.2716ha |
Feasibility and |
||||||
|
Hectares of |
N/A |
(Validate for the period 1 July 2018 - 31 December 2018) |
52.2716ha |
Viability |
Target will be set in line with the outcome of the 2019/20 Feasibility and Viability Assessment |
|||
|
municipal land |
Assessment |
|||||||
|
available for |
conducted |
|||||||
|
human burial |
||||||||
|
Environmental |
||||||||
|
and other |
||||||||
|
approvals |
||||||||
|
obtained |
||||||||
157
|
OUTCOME |
NT REF |
YEAR 2 |
YEAR 3 |
YEAR 4 |
YEAR 5 |
|||
|
KPA |
KPE |
INDICATORS |
BASELINE |
TARGET |
TARGET |
TARGET |
TARGET |
|
|
(IDP) |
(2018/19) |
(2019/20) |
(2020/21) |
(2021/22) |
||||
|
KPA 3: LOCAL ECONOMIC DEVELOPMENT |
Informal Economy Growth and Support |
KPI 63 |
||||||
|
Number of Informal Traders |
N/A |
78 (Validate for the period 1 July |
||||||
|
provided with official trading |
800 |
1200 |
1600 |
2000 |
||||
|
permits |
2018 - 31 December 2018) |
158
STRATEGIC OBJECTIVE 2.2
Facilitate and promote infrastructure led growth, development and tourism.
|
OUTCOME |
NT REF |
YEAR 2 |
YEAR 3 |
YEAR 4 |
YEAR 5 |
|||
|
KPA |
KPE |
INDICATORS |
BASELINE |
TARGET |
TARGET |
TARGET |
TARGET |
|
|
(IDP) |
(2018/19) |
(2019/20) |
(2020/21) |
(2021/22) |
||||
|
Promotion of healthy, active lifestyles for residents and visitors |
||||||||
|
KPA 3: LOCAL ECONOMIC DEVELOPMENT |
KPI 64 |
|||||||
|
Average |
||||||||
|
occupancy rate |
N/A |
|||||||
|
of tourist |
55.97% |
58% |
60% |
62% |
64% |
|||
|
accommodation |
||||||||
|
within Nelson |
||||||||
|
Mandela Bay |
||||||||
|
per year |
159
STRATEGIC OBJECTIVE 2.3
Execution of existing and design and implementation of new projects that competitively differentiate Nelson Mandela Bay as a destination city for business, tourism and investment – including through strategic partnerships.
|
OUTCOME |
NT REF |
YEAR 2 |
YEAR 3 |
YEAR 4 |
YEAR 5 |
|||
|
KPA |
KPE |
INDICATORS |
BASELINE |
TARGET |
TARGET |
TARGET |
TARGET |
|
|
(IDP) |
(2018/19) |
(2019/20) |
(2020/21) |
(2021/22) |
||||
|
N/A |
N/A |
N/A |
N/A |
N/A |
N/A |
N/A |
N/A |
N/A |
160
STRATEGIC OBJECTIVE 2.4
Develop an effective and integrated public transport system that promotes access to opportunity through mobility.
|
OUTCOME |
NT REF |
YEAR 2 |
YEAR 3 |
YEAR 4 |
YEAR 5 |
|||
|
KPA |
KPE |
INDICATORS |
BASELINE |
TARGET |
TARGET |
TARGET |
TARGET |
|
|
(IDP) |
(2018/19) |
(2019/20) |
(2020/21) |
(2021/22) |
||||
|
Establish a safe, affordable and fully integrated public transport system |
||||||||
|
KPA 1: BASIC SERVICE DELIVERY |
KPI 65 |
|||||||
|
Number of |
||||||||
|
paying |
||||||||
|
Integrated |
||||||||
|
Public Transport |
||||||||
|
System |
N/A |
0 |
138360 |
285960 |
427940 |
569920 |
||
|
passengers |
||||||||
|
transported per |
||||||||
|
month |
161
STRATEGIC OBJECTIVE 3.1
Deliver well-resourced and capacitated policing and emergency services in order to ensure the safety of communities and visitors.
|
OUTCOME |
NT REF |
YEAR 2 |
YEAR 3 |
YEAR 4 |
YEAR 5 |
|||||||
|
KPA |
KPE |
INDICATORS |
BASELINE |
TARGET |
TARGET |
TARGET |
TARGET |
|||||
|
(IDP) |
(2018/19) |
(2019/20) |
(2020/21) |
(2021/22) |
||||||||
|
KPA 1: BASIC SERVICE DELIVERY |
Mitigated effects of emergencies |
0.0325 : 1000 |
0.0316 |
: 1000 |
0.0309 |
: 1000 |
0.0301 |
: 1000 |
0.0293 |
: 1000 |
||
|
KPI 66 Number of fire related deaths per 1 000 population |
(41 deaths) |
|||||||||||
|
FE1.1 |
(2016 / 2017 statistics) |
(40 x deaths) |
(39 x deaths) |
(38 x deaths) |
(37 x deaths) |
|||||||
|
KPA 1: BASIC SERVICE DELIVERY |
Mitigated effects of emergencies |
KPI 67 |
||||||||||
|
Number of natural disaster related deaths per 1 000 population |
0.0024 |
: 1000 |
0.0024 |
: 1000 |
0.0024 |
: 1000 |
0.0024 |
: 1000 |
||||
|
FE 1.2 |
0 |
(3x deaths) |
(3x deaths) |
(3x deaths) |
(3x deaths) |
|||||||
162
|
OUTCOME |
NT REF |
YEAR 2 |
YEAR 3 |
YEAR 4 |
YEAR 5 |
|||
|
KPA |
KPE |
INDICATORS |
BASELINE |
TARGET |
TARGET |
TARGET |
TARGET |
|
|
(IDP) |
(2018/19) |
(2019/20) |
(2020/21) |
(2021/22) |
||||
|
Operationalisation of the Metro Police Service |
||||||||
|
KPA 1: BASIC SERVICE DELIVERY |
KPI 68 Number of Metro Police Officers |
|||||||
|
N/A |
114 |
148 |
161 |
186 |
205 |
|||
|
163 |
|||||||||
|
STRATEGIC OBJECTIVE 3.2 |
Provision of infrastructure that improves the safety of communities and visitors. |
||||||||
|
OUTCOME |
NT REF |
YEAR 2 |
YEAR 3 |
YEAR 4 |
YEAR 5 |
||||
|
KPA |
KPE |
INDICATORS |
BASELINE |
TARGET |
TARGET |
TARGET |
TARGET |
||
|
(IDP) |
(2018/19) |
(2019/20) |
(2020/21) |
(2021/22) |
|||||
|
KPA 1: BASIC SERVICE DELIVERY |
|||||||||
|
Improved energy sustainability |
1480.11kw per |
||||||||
|
capita |
|||||||||
|
KPI 69 Electricity usage |
EE4.2 |
(verified for the period 1 July 2018 - 31 January 2019) |
1500KWper |
1400KWper |
1300KWper |
1200KWper |
|||
|
per capita |
capita |
capita |
capita |
capita |
|||||
|
KPA 1: BASIC SERVICE DELIVERY |
Eradication of illegal connections |
||||||||
|
KPI 70 % of illegal connections removed within 24 hours of inspection |
N/A |
New Indicator |
100% |
100% |
100% |
100% |
|||
164
STRATEGIC OBJECTIVE 3.3
Improve the safety and security of Nelson Mandela Bay through community, industry and civic organisation partnerships.
|
OUTCOME INDICATORS (IDP) |
NT REF |
BASELINE |
YEAR 2 TARGET |
YEAR 3 TARGET |
YEAR 4 TARGET |
YEAR 5 TARGET |
||||
|
KPA |
KPE |
(2018/19) |
(2019/20) |
(2020/21) |
(2021/22) |
|||||
|
KPA 1: BASIC SERVICE DELIVERY |
Creating safe beaches |
KPI 71 Number of life- saving clubs operating from fixed premises within Nelson Mandela Bay |
N/A |
4 |
4 |
4 |
4 |
4 |
||
|
Creating a safe and secure environment |
KPI 72 Murder rate within Nelson Mandela Bay |
54: per |
54: per |
Targets will be determined in line with conclusive research results on murder rate statistics within Nelson Mandela Bay. |
||||||
|
KPA 1: BASIC SERVICE DELIVERY |
N/A |
100 |
000 |
100 |
000 |
|||||
|
population |
population |
|||||||||
|
440: per |
440: per |
|||||||||
|
KPI 73 Robbery rate within Nelson Mandela bay |
100 |
000 |
100 |
000 |
Targets will be determined in line with conclusive research results on robbery rate statistics within Nelson Mandela Bay. |
|||||
|
N/A |
population |
population |
||||||||
|
165 |
||||||||
|
STRATEGIC OBJECTIVE 4.1 |
Ensure institutional accessibility, effective communication channels for participatory and responsive governance |
|||||||
|
OUTCOME |
NT REF |
YEAR 2 |
YEAR 3 |
YEAR 4 |
YEAR 5 |
|||
|
KPA |
KPE |
INDICATORS |
BASELINE |
TARGET |
TARGET |
TARGET |
TARGET |
|
|
(IDP) |
(2018/19) |
(2019/20) |
(2020/21) |
(2021/22) |
||||
|
48.48% of working days as at 1 May |
||||||||
|
2019 |
||||||||
|
KPA 5: GOOD GOVERNANCE AND PUBLIC |
PARTICIPATION Improved municipal capability |
KPI 74 Top Management Stability (% of days in the year that all Section 56 positions are filled by full- time, appointed staff not in an acting capacity) |
GG 1.2 |
(CM position and 3 Senior Manager positioned filled) 6 x Senior Manager positions vacant (Budget and Treasury, Public Health, Electricity and Energy, Chief Operating Officer, Infrastructure and Engineering, Economic Development Tourism and Agriculture) |
100% |
100% |
100% |
100% |
|
KPA 5: GOOD GOVERNANCE AND PUBLIC PARTICIPATION |
||||||||
|
KPI 75 |
||||||||
|
Accessible Governance |
Percentage of |
|||||||
|
customers |
||||||||
|
satisfied with |
60% (2017/18: result based on 5% of population surveyed) |
N/A |
N/A |
|||||
|
the services |
N/A |
60% |
65% |
|||||
|
rendered in |
(No survey |
(No survey |
||||||
|
Nelson |
conducted) |
conducted) |
||||||
|
Mandela Bay |
||||||||
|
Municipality |
||||||||
|
166 |
||||||||
|
OUTCOME |
NT REF |
YEAR 2 |
YEAR 3 |
YEAR 4 |
YEAR 5 |
|||
|
KPA |
KPE |
INDICATORS |
BASELINE |
TARGET |
TARGET |
TARGET |
TARGET |
|
|
(IDP) |
(2018/19) |
(2019/20) |
(2020/21) |
(2021/22) |
||||
|
KPA 5: GOOD GOVERNANCE AND PUBLIC PARTICIPATION |
||||||||
|
KPI 76 % of municipal policies, bylaws and identified key strategic documents available in English, isiXhosa and Afrikaans on the municipal website |
0% of |
|||||||
|
Accessible Governance |
109 policies; |
|||||||
|
52 bylaws; |
||||||||
|
2 strategic |
||||||||
|
N/A |
New Indicator |
documents |
4% |
10% |
20% |
|||
|
(IDP |
||||||||
|
Summary; |
||||||||
|
Annual Report |
||||||||
|
Summary) |
||||||||
|
Number of KPA 5: GOOD GOVERNANCE AND PUBLIC PARTICIPATION |
||||||||
|
Increased access to and utilisation of social and community facilities |
||||||||
|
KPI 77 Number of community halls per 100 000 population |
1.53 : |
2.93 : |
2.93 : |
3.17 : |
3.56 : 100 000 |
|||
|
HS3.2 |
1.54 100 000 |
100 000 |
100 000 |
100 000 |
||||
|
(45 |
||||||||
|
(32 community halls) |
(37 community halls) |
(37 community halls) |
(40 community halls) |
community halls) |
||||
|
167 |
||||||||
|
OUTCOME |
NT REF |
YEAR 2 |
YEAR 3 |
YEAR 4 |
YEAR 5 |
|||
|
KPA |
KPE |
INDICATORS |
BASELINE |
TARGET |
TARGET |
TARGET |
TARGET |
|
|
(IDP) |
(2018/19) |
(2019/20) |
(2020/21) |
(2021/22) |
||||
|
KPA 5: GOOD GOVERNANCE AND PUBLIC PARTICIPATION |
Increased access to and utilisation of social and community facilities |
KPI 78 |
24.97% |
|||||
|
Percentage |
HS3.5 |
(Validated for the period 1 July 2018 - 28 February |
||||||
|
utilisation rate |
30% |
50% |
55% |
60% |
||||
|
of community |
||||||||
|
halls |
2019) |
|||||||
|
KPA 4: MUNICIPAL FINANCIAL VIABILITY AND MANAGEMENT |
||||||||
|
Improved municipal capability |
KPI 79 |
|||||||
|
Percentage of |
GG1.1 |
|||||||
|
municipal skills |
New Indicator |
60% |
65% |
65% |
65% |
|||
|
development |
||||||||
|
levy recovered |
||||||||
|
168 |
||||||||
|
OUTCOME |
NT REF |
YEAR 2 |
YEAR 3 |
YEAR 4 |
YEAR 5 |
|||
|
KPA |
KPE |
INDICATORS |
BASELINE |
TARGET |
TARGET |
TARGET |
TARGET |
|
|
(IDP) |
(2018/19) |
(2019/20) |
(2020/21) |
(2021/22) |
||||
|
KPA 5: GOOD GOVERNANCE AND PUBLIC PARTICIPATION |
||||||||
|
Improved municipal responsiveness |
KPI 80 Percentage of ward committees that are functional (meet four times a year, are quorate, and have an action plan) |
GG2.1 |
100% as at 30 June 2018 |
100% |
100% |
100% |
100% |
|
|
KPA 5: GOOD GOVERNANCE AND PUBLIC PARTICIPATION |
Improved municipal responsiveness |
KPI 81 Attendance rate of municipal council meetings by all identified Traditional Leaders |
GG 2.2 |
The Municipality is in process of re-engaging Traditional Leaders. Targets will be set in line with the outcome of these engagements |
||||
|
169 |
||||||||
|
OUTCOME |
NT REF |
YEAR 2 |
YEAR 3 |
YEAR 4 |
YEAR 5 |
|||
|
KPA |
KPE |
INDICATORS |
BASELINE |
TARGET |
TARGET |
TARGET |
TARGET |
|
|
(IDP) |
(2018/19) |
(2019/20) |
(2020/21) |
(2021/22) |
||||
|
KPA 5: GOOD GOVERNANCE AND PUBLIC PARTICIPATION |
KPI 82 |
|||||||
|
More effective city administration |
Percentage of |
|||||||
|
councillors who |
||||||||
|
have declared |
2.5% (Validated for the period 1 July 2018 - 31 December 2018) |
|||||||
|
their financial |
N/A |
|||||||
|
interests and |
100% |
100% |
100% |
100% |
||||
|
whose |
||||||||
|
declarations |
||||||||
|
have been |
||||||||
|
verified |
||||||||
|
KPA 5: GOOD GOVERNANCE AND PUBLIC PARTICIPATION |
More effective city administration |
KPI 83 Percentage of administrative staff who have declared their financial interests and whose declarations have been verified against, the municipal supplier database |
55.85% |
|||||
|
N/A |
(Validated for the period 1 July 2018 to 31 December |
100% |
100% |
100% |
100% |
|||
|
2018) |
||||||||
|
170 |
||||||||
|
OUTCOME |
NT REF |
YEAR 2 |
YEAR 3 |
YEAR 4 |
YEAR 5 |
|||
|
KPA |
KPE |
INDICATORS |
BASELINE |
TARGET |
TARGET |
TARGET |
TARGET |
|
|
(IDP) |
(2018/19) |
(2019/20) |
(2020/21) |
(2021/22) |
||||
|
KPA 5: GOOD GOVERNANCE AND PUBLIC PARTICIPATION |
Improved council functionality |
KPI 84 |
||||||
|
Average |
97.22% |
|||||||
|
percentage of |
GG 4.1 |
(Validated for the period 1 July 2018 - 28 February |
||||||
|
councillors |
97% |
97% |
97% |
97% |
||||
|
attending |
||||||||
|
council |
2019) |
|||||||
|
meetings |
||||||||
|
171 |
||||||||
|
STRATEGIC OBJECTIVE 4.2 |
Spatial and built developments that promote integrated neighbourhoods, inclusive communities and a well-connected Nelson Mandela Bay |
|||||||
|
OUTCOME |
NT REF |
YEAR 2 |
YEAR 3 |
YEAR 4 |
YEAR 5 |
|||
|
KPA |
KPE |
INDICATORS |
BASELINE |
TARGET |
TARGET |
TARGET |
TARGET |
|
|
(IDP) |
(2018/19) |
(2019/20) |
(2020/21) |
(2021/22) |
||||
|
KPA 1: BASIC SERVICE DELIVERY |
"Modal shift of weekday trips (including education trips) from private to public transport and NMT |
|||||||
|
KPI 85 Percentage of dwelling units within 500m of scheduled public transport service |
TR1.1 |
79.6%% |
80% |
80% |
80% |
80% |
||
|
KPA 1: BASIC SERVICE DELIVERY |
Improved satisfaction with public transport services |
KPI 86 |
||||||
|
Percentage of |
||||||||
|
commuters |
TR1.3 |
|||||||
|
(citywide) using |
47% |
46% |
45% |
44% |
43% |
|||
|
private motorised |
||||||||
|
transport |
||||||||
|
172 |
||||||||
|
OUTCOME |
NT REF |
YEAR 2 |
YEAR 3 |
YEAR 4 |
YEAR 5 |
|||
|
KPA |
KPE |
INDICATORS |
BASELINE |
TARGET |
TARGET |
TARGET |
TARGET |
|
|
(IDP) |
(2018/19) |
(2019/20) |
(2020/21) |
(2021/22) |
||||
|
KPA 1: BASIC SERVICE DELIVERY |
Reduced travel time |
KPI 87 |
||||||
|
Average public |
TR3.1 |
45min |
45min |
43min |
41min |
43min |
||
|
transport |
||||||||
|
commuting time |
||||||||
|
KPA 1: BASIC SERVICE DELIVERY |
Reduced travel time |
KPI 88 |
||||||
|
Average private |
TR3.2 |
33min |
30min |
29min |
27min |
26min |
||
|
transport |
||||||||
|
commuting time |
||||||||
|
KPA 1: BASIC SERVICE DELIVERY |
Improved access to public transport (including non- motorised transport) |
KPI 89 Percentage of households less than 10 minutes walk from the scheduled public transport |
TR5.1 |
New Indicator |
52% |
84% |
86% |
88% |
|
KPA 3: LOCAL ECONOMIC DEVELOPMENT |
Improved functionality of the property market |
KPI 90 Rateable residential properties as a percentage of total households in the municipality |
71.71% |
|||||
|
HS2.2 |
(Validated for the period 1 July 2018 to 31 December 2018) |
94% |
94% |
94% |
94% |
|||
173
STRATEGIC OBJECTIVE 4.3
Deliver on transformation objectives, promote redress and foster social cohesion
|
KPA |
KPE |
OUTCOME INDICATORS (IDP) |
NT REF |
BASELINE |
YEAR 2 TARGET |
YEAR 3 TARGET |
YEAR 4 TARGET |
YEAR 5 TARGET |
|
(2018/19) |
(2019/20) |
(2020/21) |
(2021/22) |
|||||
|
KPA 2: MUNICIPAL INSTITUTIONAL DEVELOPMENT AND TRANSFORMATION |
||||||||
|
Transformation through employment equity |
KPI 91 Number of people from employment equity target groups employed in the three highest levels of management (City Manager, Section 56 Managers and Strategic Skilled Level Managers) in compliance with the Municipality’s approved Employment Equity Plan |
As at 31 December 2017:- CM – 1 filled / 0 vacant Section 56 – 8 filled / 2 vacant Strategic Skilled level Managers – 51 filled / 9 vacant |
Section 56 – 3 (ED:E&E; ED:PH; CFO) |
|||||
|
N/A |
Strategic Skilled level Managers – |
Targets to be set in line with reviewed NMBM Employment Equity Plan |
||||||
|
9 |
||||||||
|
In line with NMBM Employment Equity Plan |
||||||||
|
KPA 3: LOCAL ECONOMIC DEVELOPMENT |
Heritage Commemoration Programmes that Promote Redress and Foster Social Cohesion |
KPI 92 Number of municipal buildings, facilities and streets renamed in line with the Municipality’s Heritage Programme |
Target will be set during |
|||||
|
N/A |
3 |
6 |
6 |
the 2020/2021 IDP and Budget review process. |
||||
|
174 |
||||||||
|
STRATEGIC OBJECTIVE 5.1 |
Provide for the social needs of communities and empowerment of vulnerable people through provision of access to social services, social development and indigent support. |
|||||||
|
OUTCOME |
NT REF |
YEAR 2 |
YEAR 3 |
YEAR 4 |
YEAR 5 |
|||
|
KPA |
KPE |
INDICATORS |
BASELINE |
TARGET |
TARGET |
TARGET |
TARGET |
|
|
(IDP) |
(2018/19) |
(2019/20) |
(2020/21) |
(2021/22) |
||||
|
KPA 3: LOCAL ECONOMIC DEVELOPMENT |
Inculcate a culture of reading and writing in NMBM |
KPI 93 |
||||||
|
Number of public libraries per 100 000 population |
1.9 : 100 000 |
1.9 : 100 000 |
1.9 : 100 000 |
1.9 : 100 000 |
1.9 : 100 000 |
|||
|
HS3.3 |
(24 libraries) |
(24 libraries) |
(24 libraries) |
(24 libraries) |
(24 libraries) |
|||
|
KPA 3: LOCAL ECONOMIC DEVELOPMENT |
Inculcate a culture of reading and writing in NMBM |
KPI 94 Average number of library visits per library |
HS3.6 |
728 800 |
757 952 |
788 270 |
819 801 |
852 593 |
STRATEGIC OBJECTIVE 5.2
KPA
KPE
Promotion of healthy, active lifestyles for residents and visitors
KPA 1: BASIC SERVICE DELIVERY
Increased access to and utilisation of social and community facilities
KPA 3: LOCAL ECONOMIC DEVELOPMENT
OUTCOME
INDICATORS
(IDP)
KPI 95 Square meters of municipally owned or maintained public outdoor recreation space per capita
KPI 96 Percentage utilisation rate of sports fields
175
Promote the health and well-being of all communities through the spatially equitable provision of social infrastructure.
NT REF
HS3.1
HS3.4
BASELINE
8.46 m2 per capita (Validated for the period 1 July 2018 - 28 February
2019)
6.2%
|
YEAR 2 |
YEAR 3 |
YEAR 4 |
YEAR 5 |
|
TARGET |
TARGET |
TARGET |
TARGET |
|
(2018/19) |
(2019/20) |
(2020/21) |
(2021/22) |
|
8.46 m 2 per capita |
8.46 m2 per capita |
8.46 m2 per capita |
8.46 m2 per capita |
|
6.54% |
6.9% |
7.3% |
7.75% |
|
176 |
||||||||
|
OUTCOME |
NT REF |
YEAR 2 |
YEAR 3 |
YEAR 4 |
YEAR 5 |
|||
|
KPA |
KPE |
INDICATORS |
BASELINE |
TARGET |
TARGET |
TARGET |
TARGET |
|
|
(IDP) |
(2018/19) |
(2019/20) |
(2020/21) |
(2021/22) |
||||
|
KPA 3: LOCAL ECONOMIC DEVELOPMENT |
KPI 97 |
|||||||
|
Sports Facilities |
Rand net |
R25784.68 : |
R17500 : |
|||||
|
expenditure on |
1000 |
R16000 : 1000 |
1000 |
Targets and Budget will be set during the 2020/21 IDP and Budget review process |
||||
|
sport and |
N/A |
|||||||
|
recreation |
(32 567 |
(20 208 816) |
(22 103 |
|||||
|
infrastructure per |
365.88) |
392.5) |
||||||
|
1000 residents |
||||||||
|
KPA 1: BASIC SERVICE DELIVERY |
Equal access for those with special needs |
KPI 98 Percentage of persons with disability where access to public transport is problematic |
New |
|||||
|
TR5.2 |
Indicator |
98% |
96% |
95% |
93% |
|||
177
|
OUTCOME |
NT REF |
YEAR 2 |
YEAR 3 |
YEAR 4 |
YEAR 5 |
|||
|
KPA |
KPE |
INDICATORS |
BASELINE |
TARGET |
TARGET |
TARGET |
TARGET |
|
|
(IDP) |
(2018/19) |
(2019/20) |
(2020/21) |
(2021/22) |
||||
|
KPA 1: BASIC SERVICE DELIVERY |
Animal Control |
KPI 99 % of stray animal complaints resolved |
N/A |
3.01% |
75% |
75% |
75% |
75% |
|
178 |
|||||||||
|
STRATEGIC OBJECTIVE 5.3 |
Provide effective general environmental and public health services. |
||||||||
|
OUTCOME INDICATORS (IDP) |
NT REF |
YEAR 2 |
YEAR 3 |
YEAR 4 |
YEAR 5 |
||||
|
KPA |
KPE |
BASELINE |
TARGET |
TARGET |
TARGET |
TARGET |
|||
|
(2018/19) |
(2019/20) |
(2020/21) |
(2021/22) |
||||||
|
KPA 1: BASIC SERVICE DELIVERY |
|||||||||
|
Address of Substance Abuse |
|||||||||
|
KPI 100 Lost time rate (total absence in days divided by the number of working days * 100) |
Best practice |
Targets will be determined in line with the 2019/20 best practice research results |
|||||||
|
N/A |
New Indicator |
New Indicator |
research |
||||||
|
conducted |
|||||||||
|
KPA 1: BASIC SERVICE DELIVERY |
Implementation of the air management plan of the NMBM |
KPI 101 Percentage of households experiencing a problem with noise pollution |
ENV1.3 |
0.03% |
0.03% |
0.02% |
0.02% |
0.02% |
|
|
179 |
||||||||
|
OUTCOME INDICATORS (IDP) |
NT REF |
YEAR 2 |
YEAR 3 |
YEAR 4 |
YEAR 5 |
|||
|
KPA |
KPE |
BASELINE |
TARGET |
TARGET |
TARGET |
TARGET |
||
|
(2018/19) |
(2019/20) |
(2020/21) |
(2021/22) |
|||||
|
KPA 1: BASIC SERVICE DELIVERY |
Biodiversity is conserved and enhanced |
KPI 102 Ecosystem/vegetation type threat status |
ENV4.1 |
Endangered |
Vulnerable |
Vulnerable |
Vulnerable |
Vulnerable |
|
KPA 1: BASIC SERVICE DELIVERY |
Biodiversity is conserved and enhanced |
Moderate |
Well |
Well |
Well |
Well |
||
|
KPI 103 Ecosystem / vegetation type protection level |
ENV4.2 |
Represented |
represented |
represented |
represented |
represented |
||
|
KPA 1: BASIC SERVICE DELIVERY |
Biodiversity is conserved and enhanced |
KPI 104 Wetland condition index |
ENV4.3 |
The NMBM currently does not have a Wetland Condition Index. Specialist studies will be conducted in outer years. |
(Circular 88 Tier 4 Indicator to be reconsidered during 2020/21) |
|||
|
180 |
||||||||||
|
STRATEGIC OBJECTIVE 5.4 |
Provide dignified housing and sanitation and accelerate access to improved services to indigent households in order to create safe and decent living conditions for all residents. |
|||||||||
|
OUTCOME |
NT REF |
YEAR 2 |
YEAR 3 |
YEAR 4 |
YEAR 5 |
|||||
|
KPA |
KPE |
INDICATORS |
BASELINE |
TARGET |
TARGET |
TARGET |
TARGET |
|||
|
(IDP) |
(2018/19) |
(2019/20) |
(2020/21) |
(2021/22) |
||||||
|
KPA 1: BASIC SERVICE DELIVERY |
||||||||||
|
Dignified Sanitation |
KPI 105 Percentage of households with access to basic sanitation |
93% |
||||||||
|
WS1.1 |
(2017/18) |
93% |
93% |
93% |
93% |
|||||
|
KPA 1: BASIC SERVICE DELIVERY |
Dignified Sanitation |
KPI 106 Number of bucket toilets serviced by the Municipality |
N/A |
16317 - June 2016 8562 - Nov. 2017 |
5000 remaining from 6010 |
5000 remaining from |
4000 remaining |
3000 remaining |
||
|
6010 |
– Nov. 2018 |
6010 |
from 6010 |
from 6010 |
||||||
|
KPA 1: BASIC SERVICE DELIVERY |
De-densification of informal settlements |
|||||||||
|
KPI 107 |
||||||||||
|
Percentage of |
HS1.1 |
97.2% |
||||||||
|
households living |
94% |
94.8% |
95.6% |
96.4% |
||||||
|
in adequate |
||||||||||
|
housing |
||||||||||
|
181 |
|||||||||||||||||
|
OUTCOME |
NT REF |
YEAR 2 |
YEAR 3 |
YEAR 4 |
YEAR 5 |
||||||||||||
|
KPA |
KPE |
INDICATORS |
BASELINE |
TARGET |
TARGET |
TARGET |
TARGET |
||||||||||
|
(IDP) |
(2018/19) |
(2019/20) |
(2020/21) |
(2021/22) |
|||||||||||||
|
KPA 1: BASIC SERVICE DELIVERY |
De-densification of informal settlements |
KPI 108 |
|||||||||||||||
|
Percentage of |
5.2% |
4.4% |
3.6% |
2.8% |
|||||||||||||
|
households living |
N/A |
6% |
|||||||||||||||
|
in informal |
|||||||||||||||||
|
settlements |
|||||||||||||||||
|
KPA 1: BASIC SERVICE DELIVERY |
Improved access to adequate housing (including security of tenure) |
KPI 109 Title deed backlog ratio |
HS1.2 |
1 |
: 9 |
1 |
: |
8 |
1 |
: |
7 |
1 |
: |
6 |
1 |
: |
5 |
|
KPA 1: BASIC SERVICE DELIVERY |
Improved access to adequate housing (including security of tenure) |
||||||||||||||||
|
KPI 110 |
|||||||||||||||||
|
Percentage of |
|||||||||||||||||
|
households in |
HS1.3 |
||||||||||||||||
|
informal |
8.5% |
11.5% |
23% |
34% |
46% |
||||||||||||
|
settlements |
|||||||||||||||||
|
targeted for |
|||||||||||||||||
|
upgrading |
|||||||||||||||||
|
182 |
||||||||
|
OUTCOME |
NT REF |
YEAR 2 |
YEAR 3 |
YEAR 4 |
YEAR 5 |
|||
|
KPA |
KPE |
INDICATORS |
BASELINE |
TARGET |
TARGET |
TARGET |
TARGET |
|
|
(IDP) |
(2018/19) |
(2019/20) |
(2020/21) |
(2021/22) |
||||
|
KPA 1: BASIC SERVICE DELIVERY |
Improved functionality of property market |
KPI 111 Percentage of property market transactions in the gap and affordable housing market range |
58.23% |
|||||
|
HS2.1 |
(Validated for the period 1 July 2018 to 31 December |
60% |
60% |
60% |
60% |
|||
|
2018) |
||||||||
|
KPA 1: BASIC SERVICE DELIVERY |
Improved access to adequate housing (including security of tenure) |
KPI 112 Number of building plans approved per year in relation to building plan applications received |
5263 : 5325 |
|||||
|
N/A |
(2017/18) |
Targets to be set in line with audited annual performance reports. |
||||||
|
KPA 1: BASIC SERVICE DELIVERY |
Improved access to adequate housing (including security of |
KPI 113 Number of land planning applications approved per year in relation to land plan applications received |
346 : 355 |
|||||
|
N/A |
(2017/18) |
Targets to be set in line with audited annual performance reports. |
||||||
|
183 |
||||||||
|
OUTCOME |
NT REF |
YEAR 2 |
YEAR 3 |
YEAR 4 |
YEAR 5 |
|||
|
KPA |
KPE |
INDICATORS |
BASELINE |
TARGET |
TARGET |
TARGET |
TARGET |
|
|
(IDP) |
(2018/19) |
(2019/20) |
(2020/21) |
(2021/22) |
||||
|
KPA 1: BASIC SERVICE DELIVERY |
Improved functionality of the property market |
KPI 114 Percentage of households living in formal dwellings who rent |
18.84% |
|||||
|
HS2.3 |
(STATSSA 2011) |
19% |
20% |
20% |
20% |
|||
|
184 |
||||||||
|
STRATEGIC OBJECTIVE 6.1 |
Ensure multi-general and proactive planning for sustainable city development |
|||||||
|
OUTCOME |
NT REF |
YEAR 2 |
YEAR 3 |
YEAR 4 |
YEAR 5 |
|||
|
KPA |
KPE |
INDICATORS |
BASELINE |
TARGET |
TARGET |
TARGET |
TARGET |
|
|
(IDP) |
(2018/19) |
(2019/20) |
(2020/21) |
(2021/22) |
||||
|
KPA 3: LOCAL ECONOMIC DEVELOPMENT; KPA 4: MUNICIPAL FINANCIAL VIABILITY AND MANAGEMENT |
Key catalytic projects |
KPI 115 Percentage achievement of the Indicators reflected in the Built Environment Performance Plan |
New Key |
|||||
|
N/A |
Performance |
80% |
80% |
80% |
80% |
|||
|
Indicator |
||||||||
|
185 |
||||||||
|
STRATEGIC OBJECTIVE 6.2 |
Development of an environmentally sustainable city through proactive planning, and conservation of resources and natural and built environment |
|||||||
|
OUTCOME |
NT REF |
YEAR 2 |
YEAR 3 |
YEAR 4 |
YEAR 5 |
|||
|
KPA |
KPE |
INDICATORS |
BASELINE |
TARGET |
TARGET |
TARGET |
TARGET |
|
|
(IDP) |
(2018/19) |
(2019/20) |
(2020/21) |
(2021/22) |
||||
|
KPA 1: BASIC SERVICE DELIVERY |
Implementation of the air management plan of the NMBM |
KPI 116 |
||||||
|
Metropolitan Air |
ENV1.1 |
MAQI ≤1 |
MAQI ≤1 |
MAQI ≤1 |
MAQI ≤1 |
MAQI ≤1 |
||
|
Quality Index |
||||||||
|
(MAQI) |
||||||||
|
KPA 1: BASIC SERVICE DELIVERY |
Implementation of the air management plan of the NMBM |
KPI 117 Number of days where PM2.5 levels exceeded guideline levels |
||||||
|
*PM refers to pollution (particle matter) and measures the mixture of solids and liquid droplets floating in the air |
ENV 1.2 |
New Indicator |
≤10 days |
≤8 days |
≤6 days |
≤4 days |
||
186
CHAPTER 8:
OVERSIGHT, REPORTING, MONITORING AND EVALUATION
This Chapter outlines the important aspects of oversight, reporting, monitoring and evaluation in the institution in order to ensure accountability and delivery of the Integrated Development Plan and its strategic objectives.
The key offices, role-players and structures are discussed below:
Executive Mayor
Municipal Public Accounts Committee
Rules and Ethics Committee
City Manager
Office of the Auditor-General
NMBM Audit Committee
NMBM Internal Audit and Risk Assurance
Risk Management Committee
Performance Management and Monitoring and Evaluation
Supply Chain Management
Ward Committees
8.1 Executive Mayor
The Executive Mayor is required to identify and prioritise the needs of the Municipality. These are to be reflected in the IDP and Budget, which also need to take into account applicable national and provincial plans.
The Executive Mayor is required to evaluate the progress of the performance of the institution in the implementation of the IDP and report back to Council. This is done through the institutional Performance Management process and Monitoring and Evaluation.
187
8.2 Municipal Public Accounts Committee
MPAC Chair:
Cllr Phumza Faith Tshanga
The Municipality has a functional Municipal Public Accounts Committee (MPAC) in place in respect of unauthorised, irregular, fruitless, and wasteful expenditure, as delegated by Council. Therefore, MPAC enables Council to fulfil its obligation to ensure that the spending of Council funds is done economically, efficiently and effectively.
Currently MPAC comprises the following members:
African National Congress (ANC) – 5 members
Democratic Alliance (DA) – 6 members
Economic Freedom Fighters (EFF) – 2 members (one of them is occupying the Chairperson position)
Patriotic Alliance (PA) – 1 member
United Democratic Movement (UDM) – 1 member
8.3 Rules and Ethics Committee
A Rules and Ethics Committee was established to monitor and review the Rules of Order of Council.
The objectives of this Committee include the following:
Inculcating a respect for the rule of law in the institution.
Upholding Council’s Rules of Order, thereby promoting stability in Council.
188
Putting the people first (Batho Pele principles).
Ensuring open and constructive debate.
Respecting divergent views.
Enhancing the effective management of Council and Standing Committee
meetings.
Fostering a sense of collective responsibility among Councillors in advancing
service delivery and deepening democracy.
8.4 City Manager
The City Manager must provide operational guidance on the annual revision, preparation and timeous approval of the IDP, the annual Budget and the SDBIP and ensure strategic alignment between them and report back to Council.
The City Manager has delegated the development of the institution’s Performance Management System to the Chief Operating Officer; and the cascading of performance management in respect of non-Section 57 employees to the Executive Director: Corporate Services.
8.5 Office of the Auditor-General
The Auditor-General of South Africa has a constitutional mandate and, as the
supreme audit institution of South Africa, serves to strengthen South Africa’s
democracy by enabling oversight, accountability and governance in the public sector
through auditing, thereby building public confidence. The Auditor-General also
audits the planning processes and performance information of the Municipality and
its municipal entity (MBDA).
An Audit Action Plan to deal with AG findings is developed by the NMBM Internal
Audit Division and approved by EXCO, under the leadership of the City Manager.
The monitoring of the implementation of the Audit Action Plan is done by the Office
of the City Manager.
189
8.6 Audit Committee
The Audit Committee is appointed by Council as an independent advisory body. The Audit Committee advises the Council, political office-bearers, the Accounting Officer and the Executive Management Team on matters such as the following:
Internal financial control and internal audits.
Risk management.
Accounting policies.
Adequacy, reliability and accuracy of financial reporting and information.
Performance management.
Effective governance.
Compliance with the MFMA, the annual Division of Revenue Act (DoRA) and any other applicable legislation.
Performance evaluation.
Any other issues referred to it by the Municipality or its municipal entity.
Furthermore, the Audit Committee reviews the annual financial statements in order to provide an authoritative and credible view of the Municipality’s financial position, its efficiency and effectiveness, as well as its overall level of legislative compliance. This Committee is further tasked with the responsibility of monitoring the performance of the Municipality in a number of areas related to the delivery of services to the residents of the Metro.
During the following financial years, the Municipality received qualified audits in various areas and financial years listed below:
2017/18:
Property, Plant and Equipment
Intangible Assets
SCM Irregular Expenditure and
Exchange Revenue - Service Charges (specifically relating to ATTP and Electricity Meters).
190
|
2016/2017: |
|
|
Property, Plant and Equipment |
|
|
SCM Irregular Expenditure |
|
|
Retention Creditors |
|
|
2015/2016: |
|
SCM Irregular Expenditure
8.7 Internal Audit and Risk Assurance
In terms of Section 165 of the MFMA, the Accounting Officer must establish effective systems of internal control to provide reasonable assurance that the Municipality’s financial and non-financial objectives are achieved. Towards the execution of this responsibility and also to promote ethics, good governance and integrity in the institution, the Internal Audit and Risk Assurance Sub-Directorate was established.
The Forensic Audit Services Section complements the broader justice system and forms part of the Internal Audit Sub-directorate of the Municipality. The forensics component derives its mandate from the NMBM Internal Audit Charter, the MFMA, and the Prevention and Combatting of Corrupt Activities Act. An Ethics Hotline was recently established, and the Internal Audit Sub-Directorate investigates all matters reported.
8.8 Risk Management Committee
The preamble of the Risk Management Committee is taken directly from the legal statute of the Local Government: Municipal Finance Management Act 56 of 2003:
Section 62 of the Municipal Finance Management Act requires Accounting Officers to ensure that their institutions have and maintain effective, efficient and transparent systems of financial, risk management and internal control.
191
The Public Sector Risk Management Framework (Chapter 13 - Risk Management Committee Responsibilities) places an unambiguous duty on the Risk Management Committee through its Chairperson to annually and periodically:
Review the institution's risk identification and assessment methodologies, after satisfying itself of their effectiveness in timeously and accurately identifying and assessing the Institution’s risks;
Evaluate the extent and effectiveness of integration of risk management within the Institution;
Assess the implementation of the risk management policy and strategy (including plan);
Evaluate the effectiveness of the mitigating strategies implemented to address the material risks of the Institution;
Review the material findings and recommendations by assurance providers on the system of risk management and monitor the implementation of such recommendations;
Develop its own key performance indicators for approval by the Accounting Officer / Authority;
Interact with the Audit Committee to share information relating to the material risks of the Institution; and
Provide timely and useful reports to the Accounting Officer / Authority on the state of risk management, together with accompanying recommendations to address any deficiencies identified by the Committee.
The top ten key risks of the NMBM are:
1. Insufficient bulk water and sanitation infrastructure
2. Delays in providing basic services to communities
3. Pollution of rivers
4. Inability to package, develop and avail municipal land
5. Illegal electrical connection/major hazards installation
192
|
6. |
Misapplication of internal procurement processes |
|
7. |
Safety of employees and assets compromised |
|
8. |
Inability to provide an efficient, reliable, safe, affordable and accessible public transport system |
|
9. |
Perpetuation of fraud, corruption and irregularities within the institution |
|
10. |
Ineffective coordination of internal and external stakeholder engagements |
|
8.9 |
Performance Management and Monitoring and Evaluation |
|
8.9.1 |
Performance Management |
The municipal performance management function describes, measures and reports
on how the Municipality’s processes relating to the implementation of the IDP will be
conducted, organised and managed. Performance management therefore holds the
key to the successful implementation of the IDP.
Integrated development planning enables the achievement of the planning stage of
performance management. The Service Delivery and Budget Implementation Plan
(SDBIP), the Performance Information System, performance agreements and plans
underpin effective performance management.
Performance management seeks to achieve the following:
Ensuring accountability, oversight and legal compliance.
Creating and entrenching a culture of performance amongst employees.
The Integrated Performance Management System used in the Nelson Mandela Bay
Municipality is reflected in the diagram below.
193
INTEGRATED PERFORMANCE MANAGEMENT SYSTEM
PERFORMANCE MANAGEMENT SYSTEM
Shared Long-term Vision and Strategic Plan
KPAs, KPEs,
Objectives, KPIs,
& Targets
Implementation
Performance
Monitoring
Performance
Measurement,
Review
Evaluation and
|
Data Collection, Analysis, Verification and Storage |
Outcome, Impact |
||
|
and Staff |
|||
|
Assessments |
|||
Communities and Stakeholders
8.9.2 Monitoring and Evaluation
The Municipality has a Monitoring and Evaluation Sub-Directorate in place, which is tasked to improve institutional planning, budgeting, implementation and reporting processes through the monitoring and evaluation of prioritised IDP programmes and projects.
194
The Nelson Mandela Bay Municipality’s Integrated Development Plan contains key capital programmes and projects based on identified ward priorities. Such programmes and projects inform the Capital Budget of the Municipality for the ensuing three financial years. The Municipality’s performance management system monitors the implementation of Key Performance Indicators emanating from the Capital programmes and projects.
The Municipality further has a Monitoring and Evaluation System in place, which provides a detailed analysis in terms of programme and project implementation (including budget expenditure). Project Level Monitoring Reports, which provide progress on the implementation of key capital projects under various Capital programmes, are submitted to Council structures on quarterly basis.
Various forms of evaluation (including diagnostic, implementation and impact evaluation) are conducted to assess efficiency and measure changes in outcomes and the well-being of citizens. The Municipality’s Monitoring and Evaluation System is further used to track the implementation of Council Resolutions and municipal By- laws. To improve efficiency and ensure a speedy response to service delivery complaints, the Municipality monitors response times in terms of service delivery complaints received through its various call centres.
8.10 Supply Chain Management
The Municipality has an approved Supply Chain Management Policy, which is required to be reviewed on an annual basis. The SCM Policy was reviewed during the 2017/18 financial year until its approval by Council on 29 March 2018. Inter alia, the policy provides for a committee system to achieve and ensure competitive procurement. The three Bid Committees established in compliance with the National Standards for Bid Committees, are as follows:
The Bid Specification Committee
The Bid Evaluation Committee
The Bid Adjudication Committee
195
An Integrated Contracts Management System tracks the award of tenders from the time of approval of the specifications to the time of final award. In order to promote oversight responsibility of Council, as required in terms of the Supply Chain Management Regulations 27636 (dated 30 May 2005) and the Municipality’s SCM Policy, the NMBM Budget and Treasury Directorate submits reports on a quarterly basis to the Budget and Treasury Standing Committee on the implementation of Supply Chain. It is through these reports that the Committee will engage and request further clarities or additional reports. Similar reports are submitted to structures such as the Audit Committee (AC) or Municipal Public Accounts Committee (MPAC).
8.11 Ward Committees
All sixty (60) Wards in the NMBM have functional Ward Committees. The main function of a Ward Committee is to act as the formal communication channel between Council and the community. The Ward Committees therefore provide the channel through which communities can most effectively lodge their complaints and concerns. In the NMBM, Ward Committees were inaugurated on 21 June 2017. A number of training and capacitation programmes have been presented to them, also on IDP and Budget related processes.
The roles and responsibilities of Ward Committees include the following:
Create formal, unbiased communication channels and cooperative partnerships between the Municipality and the community within each ward.
Promote harmonious relationships between residents of the ward, the Ward Councillor and the Municipality.
Facilitate participation in IDP processes.
Act as a reference group / advisory body on Council policies and issues that affect the communities in the ward.
Serve as an agent for mobilising community action.
Act as a conduit for community complaints and feedback on Council responses.
Make recommendations on any matters that may affect the ward or Council.